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  • Title: Q-Porkchains Industry: Search Results
    Descriptive info: .. Home.. Contact.. Sitemap.. Imprint.. search.. About Q-PorkChains.. Getting Involved.. Competitive Call.. Business Network.. Training Events.. Weblog.. Searchword:.. Search in:.. Headers and keywords.. Page content..

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  • Title: Q-Porkchains Industry: Search Results
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  • Title: Q-Porkchains Industry: Concept to identify the demad for management support
    Descriptive info: Mehr über Q-PorkChains.. Beteiligung der Privatwirtschaft.. Business Netzwerk.. Trainings.. Pilot- und Demonstrationsaktivitäten.. Support services in QPC.. Meinungsbilder.. Teilnahmemotivation.. Concept to identify the demand for management support.. by Maren Bruns.. Introduction.. Methology.. Results of case study Integration of sustainability aspects in a regional pig and pork production chain.. Conclusions.. As a basis for detailed studies of specific innovation cooperation conducted in 2010, a procedure model has been developed to identify missing resources for the realisation of innovation activities.. Based on that model, the organisation of management support services for resource procurement can be undertaken.. It was used as an instrument in connection to.. set up the new pilot and demonstration chains.. and is a result of the experiences made by the Industry Liaison Office set up in Q-PorkChains.. These experiences should also be made available to other external institutions and research projects with a similar structure.. The development of the procedure model has been drawn from.. transaction cost economics and governance aspects.. , extended by the.. resource-based view.. Especially the resource-based approach covers the biggest part of the theoretical foundations for this analysis.. ( more theoretical background information can be found here ).. The resource-based approach is an economic instrument for a structured analysis of enterprise resources.. Resources are considered to be company assets at a particular point of time.. The developed procedure model has one additional feature.. In addition to the available resources of a single company the combination of internally available resources together with external resources might extend the range of available resources to generate a competitive advantage for a single enterprise and ideally create a win-win situation for all actors participating in innovation cooperation projects.. Nevertheless, a resource extension or resource combination is associated not only with advantages.. Theoretical approaches of transaction cost economics also point out limitations.. The main focus is the analysis of internal resources to identify possible weaknesses which impact successful implementation of innovation activities due to lack of resources.. Based on an analysis of available resources, actors can come to a decision as to whether it might be necessary to integrate external resources and further actors in the innovation process.. In a second step the study also concentrated on supporting actors to open their institutional boundaries by offering management support services.. Nach oben.. Figure 11: Procedure model to identify the demand for management support in inter-organisational innovation processes.. A combination of theoretical approaches forms the framework for a case-oriented procedure to identify the needed management support in inter-organisational innovation processes.. In doing so, the procedure is based on a multi-dimensional analysis model (see next figure).. The procedure model is combined with a category system.. The category system formulates broader and narrower terms for a more detailed analysis of the illustrated dimensions.. In the first step, it needs to be determined whether an innovation activity can be implemented by a single actor (single-actor innovation) or if a consortium of actors is needed (multi-actor innovation).. This has to be decided based on the planned content of the innovation activity.. Two aspects have to be taken into consideration in the process:.. It needs to be decided whether or not the objective of the planned innovation activity has an inter-organisational or a value chain / network oriented character.. In this context, innovation activities can only be implemented by integrating actors from more than one production level of a production chain.. Furthermore, it needs to be decided whether input of a scientific knowledge or technology provider is needed or not.. If there is no obvious need to open up institutional boundaries for implementing the planned innovation activity, the analysis of available resources at the company level will lead to a final decision as to whether resources are missing or not.. If resources are missing it might nevertheless be beneficial to open up company boundaries.. The following resource analysis helps determining the required management support to procure further resources or to combine inter-organisationally available resources.. Resource procurement aims at implementing a desired innovation activity, despite a lack of resources.. The analysis procedure ends with the determination of the needed management support services for the procurement of identified missing resources or the identified needed combination of  ...   criteria in existing production processes on the farm level, based on trust characteristics.. 12.. in the form of a sustainability approach (process innovation),.. Development of residue-free, cold-cut processed and packaged self-service pork products that meet food retailing requirements like long shelf life, appealing and appetising colour etc.. (product innovation), and.. Extension of distribution channels as well as development of a marketing concept adjusted to the products, which are regionally produced quality pork products with a high-quality standard entering conventional food retailing labelled with a farmer-owned brand which stands for sustainable production (marketing innovation).. The interim result of the analysis of existing resources on the business level is that the producer association is reliant on the procurement of additional resources for the implementation of the described innovation activity:.. Information and knowledge regarding scientific based assessment criteria for sustainability need to be integrated as a basis for the development of a quality programme.. The association has no forms of contact with the research community in this specific field,.. Experiences regarding the development of packaged self-service pork products on a large scale need to be integrated,.. Experiences with anonymous distribution channels like food retailing without direct consumer contact are missing.. Furthermore in this context, no business relationship exists with food retailers.. more.. The goal of the multi-dimensional analysis is to identify missing resources for the implementation of innovation activities; and based on that to show how the procurement of these missing resources can be organised.. Within this framework the following questions were dealt with:.. How to organise management support in inter-organisational innovation processes?.. The multi-dimensional procedure model allows the demand for support of different actors in inter-organisational innovation processes to be identified.. Through the findings (in three case studies) the assumption is strengthened that the need for support from actors in inter-organisational innovation processes is determined by the interplay of several company features.. The following factors have been highlighted which influence the degree of need for support:.. The size of the cooperation consortium,.. A lack of appropriate personnel with educational backgrounds and experience in the area of innovation / R D,.. A lack of knowledge and no access to the new markets targeted (based on the markets of the agrifood industry),.. A lack of strategic alliances between steps in the value chain,.. A lack of experience in initiating, applying for and implementing publicly funded projects.. Participating actors in inter-organisational innovation processes (as well called service recipients) are integrated in core work groups and these turn in innovation networks.. Innovation brokers act as service providers.. Hereby the interaction between service recipients and service providers is relevant in order to be able to offer customer oriented services.. For the procurement of missing resources for implementing innovation activities the innovation broker can fall back on a catalogue of management support service elements for resource procurement.. An extract of the catalogue is following four aspects of inter-organisational innovation processes:.. Preparation of innovation activities (management support within the framework of the initiation and preparation of innovation activities described by eighteen individual service elements),.. Realisation of innovation activities (management support within the framework of the implementation of innovation activities described by six individual service elements),.. Dissemination (management support within the framework of the dissemination of knowledge described by nine individual service elements),.. Networking (management support within the framework of the networks described by four individual service elements).. In the case studies analysed, the main acting innovation broker cooperates with, for example, professional associations and lobbies that take on innovation broker functions in addition to their core business.. In the Q-PorkChains case study the innovation broker (Industry Liaison Office) cooperates, for example, with the overall project coordination team.. The members of the project coordination team originate from a university establishment.. (KU, AUA).. , which acts as a lead partner in the research project.. The project management in the research consortia does not apply as a core business of universities.. However the university took on innovation broker functions when acting as a lead partner.. Yet the university has little experience in cooperating with economic actors.. An exclusive innovation broker was brought into the project consortia for this area to support the economic partners with project execution..

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  • Title: Q-Porkchains Industry: Introduction
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  • Title: Q-Porkchains Industry: Methology
    Descriptive info: Methodology.. Figure 11: Procedure model to identify the demand for management support in inter-organisational innovation processes..

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  • Title: Q-Porkchains Industry: Results of case study "Integration of sustainability aspects in a regional pig and pork production chain"
    Descriptive info: After the aforementioned missing resources were identified, the company decided to integrate external resources for the implementation of the planned innovation activity.. In doing so, two methods of procuring resources were adopted: Both a bilateral and multilateral cooperation was initiated.. In regard to the food technological challenges for product development with corresponding specifications a bilateral cooperation with a well-known meat and sausage producer was entered into.. Since in the case of bilateral cooperation there is no need for management support (based on the long-standing cooperation relationship) Figure 12 concentrates on the multilateral cooperation which is to be initiated.. As already made clear, the producer association is interested in the newest scientific knowledge in order to create, among other things, a quality programme for sustainable production.. There is also interest in support for the challenge of introducing regional products onto the mass market using specific marketing expertise.. The producer association has accounted for work groups in the Q-PorkChains project.. The producer association received information on the content of the research project by way of information tools (.. newsletters.. , information events etc.. ) from a disseminator.. 13.. of the research project.. (ZDS).. (MSSE D1: Facilitating the flow of information).. As a result the producer association turned directly to the research consortium.. Within the framework of the project the research consortium had set up an Industry Liaison Office (this acts as an innovation broker.. 14.. ), which offered management support services specifically for economic actors.. The Liaison Office took on a bridging function in the research consortium by mediating content between the work groups relevant to the producer association and the interested producer association.. 15.. The following figure illustrates relevant actors of the specific inter-organisational innovation process including the indication of interactions to offer management support service elements (MSSE) for the resource procurement and resource combination process.. Figure 12: Relevant actors and offered management support services during resource procurement and resource combination.. After the producer association turned to the Liaison Office with its concerns the first matchmaking began on this level.. Hereby the Liaison Office scanned the project content in order to find solution methods to the problems described by the producer association.. (MSSE P2: Matchmaking between described problem and problem solution).. Individual groups in the research consortium worked in the topic area relevant to this case study of.. “sustainability aspects in regional pork production chains”.. In this area competences on different sustainability aspects were found.. Aspects of sustainability are covered in pig and pork production by the following aspects: animal health, animal welfare, economical performance, environmental issues, genetics, human working conditions, carcass and meat quality, social conformity.. (Edwards, 2008).. In addition marketing expertise and competence for designing sustainable pork chain management was identified.. In addition to a positive assessment of the expected solution methods regarding the described problem, at the time.. the formal possibility existed (in the form of a public competitive call) to take on new partners in the existing research consortium.. The first matchmaking helped the company in two ways: Firstly the company’s expectations of the multilateral cooperation became more tangible.. Secondly the application for acceptance as a project partner could be formulated more precisely through more detailed explanations of project content.. The application phase as well as the formal integration.. 16.. of new partners was prepared, accompanied and coordinated by the Liaison Office.. For this the contract signing of numerous forms and documents was prepared as integral parts of the contract.. 17.. Contract signings took place between the new partners and the EU Commission as well as between the new partners and the Q-PorkChains project consortium (represented by the project coordination team).. The  ...   competences resulting synergistic effects).. However it should be noted that the availability of individual competence is not enough to create a successful multilateral cooperation.. In order to exhaust synergies, efficient communication and operating sequences need to be established.. The combination of existing competence began with bringing together the individual actors.. To accomplish this, the Liaison Office organised and moderated the first meetings between the actors.. (MSSE: N1: Organisation of direct contact possibilities; N2: Initiation and chairing of meetings).. Within this frame it was initially of great importance to create a positive and constructive work atmosphere.. An indicator for the first foundation of trust was the exchange of initial ideas for problem solving approaches between the actors.. (MSSE P1: Facilitating idea generation process).. Thus the innovation process, which had already begun on the individual operation level, was continued.. An implementation plan was compiled, based on the prioritised ideas, which explained the cooperation between the actors from the core work groups as well as those responsible in more detail.. (MSSE P4: Development of consistent project plan).. The Liaison Office worked closely with the scientists hereby.. The implementation plan presented a combination of the company’s innovation project strengthened by research estimates and results from the scientific work groups.. Thus the competence extended by multilateral cooperation was noted.. During the transition between the evaluation phase and the actual project implementation the Liaison Office pulled out of the content work.. Such a pulling out, when the interaction between the actors in the innovation process is running successfully, is also described by.. Caputo et al.. (2002).. The Liaison Office thus acts as an innovation broker as defined by.. Winch and Courtney (2007).. The Liaison Office followed the aim of taking over transaction and coordination tasks to enable other actors to concentrate on the content of the innovation process.. The scientists then took over chaperoning the content.. Since the innovation activities were partially funded by the public sector, project specific management and administration requirements (project controlling regarding budget, time and task compliance; project documentation) had to be followed.. Here the Liaison Office in cooperation with the project coordination team of the entire consortium took over relevant transactions and coordination tasks.. Hereby the project coordination team was responsible for aspects, which affected the entire consortium.. The Liaison Office offered more intensive support especially for the economic partners of the consortium (for old and new economic partners).. It informed the economic partners as necessary about the documentation and report requirements of the support programme.. Depending on experience in relation to third party funded projects there were additional advisory needs beyond the need for basic information.. (MSSE R1: Controlling regarding budget, time and tasks compliance; R2: Coordination of project documentation.. 18.. ).. Within this frame these two actors took on innovation broker functions by communicating the demands of the fund providers to the new partners in a way which was suitable to the target groups.. (MSSE R3: Translation of financier’s requirement).. In addition to support in project management it became clear in this case study there was a need for support for communication and network activities (both project internal as well as external).. Because of existing structures in the project consortium, an international exchange of experiences between project internal economic actors (actors of regional production chains) was possible.. Furthermore, the need to seek the exchange of ideas outside the consortium was formulated.. Here the Liaison Office, being a neutral and supervisory institution, was able to create contacts to external actors and initiate workshops for exchanging experiences (e.. g.. the.. European saddle pig network meeting.. ).. (MSSE N1: Organisation of direct contact possibilities; N3: Supporting international relationships)..

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  • Title: Q-Porkchains Industry: Conclusions
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  • Title: Q-Porkchains Industry: Footnotes
    Descriptive info: Footnotes.. 1.. People relate to the pork-producing sector and to pork-based products in two ways: via their role as citizen, and via their role as consumer.. Negative externalities of pig production (e.. odour, nitrates in drinking water) shape citizens' reactions and may give rise to societal concerns.. As consumers, people relate to pork-based products and their characteristics based on their eating habits and preferences for quality attributes, nutritional aspects, price etc.. 2.. Performance can be increased on several levels: On the level of a single enterprise, at production chain level, at production network level, at sectoral level etc.. 3.. Including innovations regarding the value chain organisation.. 4.. The first commercially successful steam engine introduced to the market in the 18.. th.. century can be called an innovation.. This innovation is based on an invention already made in the 17.. century.. After introducing the steam engine to the market a continuous improvement process started.. The core technology was a trigger for the Industrial Revolution and had great influence on many aspects of the economy and social life.. 5.. CIS stands for Community Innovation Statistics.. It is based on a cross-sectional survey of all firms in all EU member states.. The Community Innovation Statistics are the main data source for measuring innovation in Europe.. CIS data cover the basic information of the enterprise, product and process innovation, innovation activity and expenditure, effects of innovation, innovation cooperation, public finding of innovation, source of information for innovation patents, etc.. (Eurostat, 2010).. 6.. ANBERD stands for Analytical Business Enterprise Research and Development database.. Through the use of established estimation techniques, the OECD Secretariat has created a database designed to provide analysts with comprehensive and internationally comparable time-series on industrial R D expenditures.. (OECD, 2010).. 7.. STAN stands for STructural ANalysis Database.. The database provides a comprehensive tool for analysing industrial performance at a relatively detailed level of  ...   group of different actors (multi-actors like innovation consortium or -network).. Trust characteristics cannot be checked on their own, i.. e.. health value, organic production, GMO free etc.. The consumer has to rely on the producer or vendor statement when it comes to trust characteristics.. Ideally the producer’s statement is certified by a neutral third party.. For the purpose of information distribution the project had a team of persons who were responsible for dissemination on the European level to specific transmission of information in individual EU countries.. Different target groups were approached during the dissemination activities (interested trade public, industry, university graduates etc.. ), and a large number of information tools were also implemented: websites, newsletters, events, workshops, official trips, conferences, demonstrations, eLearning material etc.. (.. MSSE D1: Facilitating the flow of information, D2: Offering trainings.. An innovation broker is an organization acting as a member of a network of actors in an industrial sector that is focused neither on the generation nor the implementation of innovations, but on enabling other organizations to innovate”.. (Winch and Courtney, 2007).. The Liaison Office had a general overview of the ongoing research activities of the individual work groups and could thus take on mediating functions.. Competition situation during the call: 29 proposers submitted proposals for joining the project.. Finally 13 new partners were formally integrated.. The selection of new partners was made by an evaluation panel (consisting of the project coordination committee and two project external evaluators).. Integral parts of the contract were:.. Information (about the economic situation, among other things) about the new project partner;.. Content description of the planned activity including a description of how the new content is to be embedded in the entire project;.. Consortium agreement between project partners.. The Liaison Office was supported, in regard to the content of the report, by scientists who are integrated in the core work group..

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  • Title: Q-Porkchains Industry: References
    Descriptive info: References.. A - D.. E - H.. I - L.. M - P.. Q - T.. U - Z.. Aslesen, H.. W.. ; Braadland, T.. E.. ; Jensen, L.. H.. ; Isaksen, A.. and F.. Ørstavik (1999): Innovation, knowledge bases and clustering in selected industries in the Oslo region.. Stiftelsen STEP Report 4.. Oslo.. Baer, D.. and M.. Wermke (2000): Duden – das große Fremdwörterbuch.. Herkunft und Bedeutung der Fremdwörter.. revision.. Mannheim.. Bahlmann, J.. and A.. Spiller (2009): Inter-organizational information systems in meat chains: The linkage between supply chain organization and system requirements.. Journal on Chain and Network Science, 9 (1), pp.. 59–69.. Barney, J.. (1986): Organizational culture: Can it be a source of sustained competitive advantage?.. The Academy of Management Review, 11 (3), pp.. 656–665.. (1991): Firm resources and sustained competitive advantage.. Journal of Management, 17 (1), pp.. 99–120.. Batterink, M.. (2009): Profiting from external knowledge.. 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  • Title: Q-Porkchains Industry: Meinungsbilder
    Descriptive info: Industry associations of the pork sector.. Communicating research activities and results to the industry and a broad number of Small and Medium sized Enterprises (SMEs) remains a major challenge.. In order to enable a smooth knowledge transfer towards the industry of the sector we would like to find out more about:.. The important trade exhibitions for the pork sector in your country.. The main industry associations in your country.. The institution involved in vocational teaching and training.. If you are willing to support us please fill out.. this document.. and send it back per.. e-mail.. Interested to participate?..

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  • Title: Q-Porkchains Industry: Griechenland
    Descriptive info: Bulgarien.. Dänemark.. Frankreich.. Deutschland.. Griechenland.. Ungarn.. Italien.. Niederlande.. Rumänien.. Spanien.. Großbritannien.. Networks.. D.. Didangelos Bros-N.. Exarchos SA (IASON).. Didangelos Bros, El.. Ar.. Papasika LTD (CHIR).. Didangelos Iason-Giannakos Andreas General Partnership (GEF).. Q-PorkChains Industrial Partners.. IASON SA.. is an industrial slaughterhouse and meat processing company which was founded in.. 1997.. It disposes over well designed and up to date processing- and slaughter facilities.. Pig halves are stored in the IASON SA refrigeration units until they reach the appropriate temperature for further processing in the respective processing unit of the installation.. Mainly Chiropal LTD (CHIR.. partner 60) but also other  ...   activities.. Back to Business Network.. Papasika LTD (CHIR).. CHIR is a regional (Thessally valley), high quality pork producer.. Selected pig breeds are bread and.. reared in natural environment under outdoor conditions.. Feed is locally self-produced.. GEF is a recently founded company.. It processes the CHIR quality pork to ‘greek traditional’ pork products: sausage, gyros and Greek Souvlaki.. It also wants to extend the market of its products.. beyond its regional origins.. Key Person.. Giorgos Didangelos.. Role in Q-PorkChains.. IASON SA coordinates one pilot chain.. Christoforos Didangelos.. CHIR coordinates one pilot chain.. Andreas Giannakos.. GEF participates in one pilot chain..

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  • Archived pages: 41