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Variables over time: CIS

Filter Options


Study

Check all
  • 2008
  • 2006
  • 4
  • 3



Concepts

Check all
  • General information about the enterprise
  • Product (good or service) innovation
  • Process innovation
  • Not yet completed or abandoned activities
  • Innovation activities and expenditures for process and product innovations
  • Sources of information and co-operation for innovation activities
  • Effects of innovation
  • Innovation activity abandoned after the activity/project begun
  • Intellectual property rights
  • Organisational and marketing information
  • Effects of organisational innovation
  • Organisational innovation
  • Marketing innovation
  • Creativity and skills
  • Innovations with environmental benefits
  • Basic information on the enterprise
  • Other important strategical and organisational changes in your enterprise
  • Sampling information
  • Variables without documentation

  2008 2006 4 3

1 General information about the enterprise

2008 2006 4 3
Name of the enterprise ID ID ID  
Country of enterprise COUNTRY COUNTRY COUNTRY Nuts_2dig
Main activity Nace_pro NACE_PRO NACE_PRO Nace2_N
Main activity (CIS Italy 2008) Nace_IT      
Country of head office c_Ho C_HO C_HO C_Ho
Enterprise part of a group GP GP GP GP
Establishment of enterprise       EST
Local/regional market (within country) MARLOC MARLOC MARLOC  
National market (other regions of country) MARNAT MARNAT MARNAT  
Other EU/EFTA/CC market MAREUR MAREUR MAREUR  
All other countries MAROTH MAROTH MAROTH  
Most significant markets       SIGMAR
Largest market in terms of turnover LARMAR      

2 Product (good or service) innovation

2008 2006 4 3
Introduced onto the market a new or significantly improved good INPDGD INPDGD INPDGD INPDT
Introduced onto the market a new or significantly improved service INPDSV INPDSV INPDSV  
Who mainly developed these products INPDTW INPDTW INPDTW INPDTW
Did the enterprise introduce a product new to the market NEWMKT NEWMKT NEWMKT  
Did the enterprise introduce a product new to the firm NEWFRM NEWFRM    
% of turnover in new or improved products introduced that were new to the market TURNMAR TURNMAR TURNMAR TURNMAR
New or improved products introduced to the market       INMAR
% of turnover in unchanged or marginally modified products that were new to the firm TURNIN TURNIN TURNIN TURNIN
% of turnover in unchanged or marginally modified products TURNUNG TURNUNG TURNUNG TURNUNG

3 Process innovation

2008 2006 4 3
Introduced onto the market a new or significantly improved method of production INPSPD INPSPD INPSPD INPCS
Introduced onto the market a new or significantly improved logistic, delivery or distribution system INPSLG INPSLG INPSLG  
Introduced onto the market a new or significantly improved supporting activities INPSSU INPSSU INPSSU  
Developer of innovation - your enterprise by itself        
Developer of innovation - your enterprise together with other enterprises or institutions        
Developer of innovation - your enterprise by adapting or modifying processes originally developed by other enterprises or institutions        
Developer of innovation - other enterprises or institutions        
Who mainly developed these processes INPCSW INPCSW INPCSW INPCSW
Were any of your process innovations introduced new to your market INPSNM      

4 Not yet completed or abandoned activities

2008 2006 4 3
Enterprise with ongoing or abandoned innovation activities   INONAB INONAB INON
Abandoned or suspended before completion INABA     INAB
Still ongoing at the end of the year INONG      

5 Innovation activities and expenditures for process and product innovations

2008 2006 4 3

5.1 Innovation activity and expenditure

       
Engagement in intramural R&D RRDIN RRDIN RRDIN RRDIN
Type of engagement in R&D RDENG RDENG RDENG RDENG
Engagement in extramural R&D RRDEX RRDEX RRDEX RRDEX
Engagement in acquisition of machinery RMAC RMAC RMAC RMAC
Engagement in acquisition of external knowledge ROEK ROEK ROEK ROEK
Engagement in training for innovative activities RTR RTR RTR RTR
Engagement in market introduction of innovation RMAR RMAR RMAR RMAR
Engagement in design        
Engagement in other preparation RPRE RPRE RPRE RPRE
Expenditure in intramural R&D RRDINXm RRDINXM RRDINXM RRDINX
Purchase of extramural R&D RRDEXXm RRDEXXM RRDEXXM RRDEXX
Expenditure in acquisition of machinery RMACXm RMACXM RMACXM RMACX
Expenditure in acquisition of external knowledge ROEKXm ROEKXM ROEKXM ROEKX
Other expenditure (in training, market innovation, design)       ROTHX
Total of these four innovation expenditure categories RTOT_MSK RTOT_MSK RTOT_MSK RTOT
Expenditure in training rtrx_IT   RTRXM  
Expenditure in other preparation rprex_IT   RPREXM  
Expenditure in market introduction of innovation rmarx_IT   RMARXM  

5.2 Public funding of innovation

       
Public funding from local or regional authorities FUNLOC FUNLOC FUNLOC FUNLOC
Public funding from central government FUNGMT FUNGMT FUNGMT FUNGMT
Public funding from the EU FUNEU FUNEU FUNEU FUNEU
Funding from EU's 4th, 5th, 6th or 7th Framework Programme for RTD FUNRTD FUNRTD FUNRTD FUNRTD
People involved in R&D       RDPER

6 Sources of information and co-operation for innovation activities

2008 2006 4 3

6.1 Sources of information for innovation

       
Sources from within the enterprise or enterprise group SENTG SENTG SENTG  
Sources from within the enterprise       SENT
Sources from other enterprises within the enterprise group       SGRP
Sources from Suppliers of equipment, materials, etc. SSUP SSUP SSUP SSUP
Sources from Clients or customers SCLI SCLI SCLI SCLI
Sources from Competitors and other enterprises of same industry SCOM SCOM SCOM SCOM
Sources from consultants, commercial labs or private R&D institutes SINS SINS SINS  
Sources from Universities or other higher education institutes SUNI SUNI SUNI SUNI
Sources from Government or public research institutes SGMT SGMT SGMT SGMT
Sources from professional conferences, trade fairs, meetings SCON SCON SCON  
Sources from Scientific journals, trade/scientific publications SJOU SJOU SJOU  
Sources from Professional and industry associations SPRO SPRO SPRO SPRO
Sources from fairs, exhibitions       SEXB

6.2 Type of cooperation

       
Cooperation arrangements on innovation activities CO CO CO CO
Other enterprises within enterprise group : National CO11 CO11 CO11 CO11
Other enterprises within enterprise group : EU/EFTA/EU-CC CO12 CO12 CO12  
Other enterprises within enterprise group : EU/EFTA       CO12
Other enterprises within enterprise group : EU-CC       CO13
Other enterprises within enterprise group : US CO13 CO13 CO13 CO14
Other enterprises within enterprise group : Japan       CO15
Other enterprises within enterprise group : China or India CO14      
Other enterprises within enterprise group : Other countries CO15 CO14 CO14 CO16
Suppliers of equipment, etc. : National CO21 CO21 CO21 CO21
Suppliers of equipment, etc. : EU/EFTA/EU-CC CO22 CO22 CO22  
Suppliers of equipment, etc. : EU/EFTA       CO22
Suppliers of equipment, etc. : EU-CC       CO23
Suppliers of equipment, etc. : US CO23 CO23 CO23 CO24
Suppliers of equipment, etc. : Japan       CO25
Suppliers of equipment, etc. : China or India CO24      
Suppliers of equipment, etc. : Other countries CO25 CO24 CO24 CO26
Clients or customers : National CO31 CO31 CO31 CO31
Clients or customers : EU/EFTA/EU-CC CO32 CO32 CO32  
Clients or customers : EU/EFTA       CO32
Clients or customers : EU-CC       CO33
Clients or customers : US CO33 CO33 CO33 CO34
Clients or customers : Japan       CO35
Clients or customers : China or India CO34 CO34 CO34  
Clients or customers : Other countries CO35 CO41 CO41 CO36
Competitors or other firms ... : National CO41   CO42 CO41
Competitors or other firms ... : EU/EFTA/EU-CC CO42 CO42    
Competitors or other firms ... : EU/EFTA       CO42
Competitors or other firms ... : EU-CC     CO43 CO43
Competitors or other firms ... : US CO43 CO43   CO44
Competitors or other firms ... : Japan       CO45
Competitors or other firms ... : China or India CO44      
Competitors or other firms ... : Other countries CO45 CO44 CO44 CO46
Consultants, commercial labs, private R&D institutes : National CO51 CO51 CO51  
Consultants, commercial labs, private R&D institutes : EU/EFTA/EU-CC CO52 CO52 CO52  
Consultants, commercial labs, private R&D institutes : US CO53 CO53 CO53  
Consultants, commercial labs, private R&D institutes : China or India CO54      
Consultants, commercial labs, private R&D institutes : Other countries CO55 CO54 CO54  
Consultants: National       CO51
Consultants: EU/EFTA       CO52
Consultants: EU-CC       CO53
Consultants: US       CO54
Consultants: Japan       CO55
Consultants: Other countries       CO56
Commercial laboratories /R&D enterprises : National       CO61
Commercial laboratories /R&D enterprises : EU/EFTA       CO62
Commercial laboratories /R&D enterprises : EU-CC       CO63
Commercial laboratories /R&D enterprises : US       CO64
Commercial laboratories /R&D enterprises : Japan       CO65
Commercial laboratories /R&D enterprises : Other countries       CO66
Universities or other ... : National CO61 CO61 CO61 CO71
Universities or other ... : EU/EFTA/EU-CC CO62 CO62 CO62  
Universities or other ... : EU/EFTA       CO72
Universities or other ... : EU-CC       CO73
Universities or other ... : US CO63 CO63 CO63 CO74
Universities or other ... : Japan       CO75
Universities or other ... : China or India CO64      
Universities or other ... : Other countries CO65 CO64 CO64 CO76
Government or public research institutes: National CO71 CO71 CO71 CO81
Government or public research institutes: EU/EFTA/EU-CC CO72 CO72 CO72  
Government or public research institutes: EU/EFTA       CO82
Government or public research institutes: EU-CC       CO83
Government or public research institutes: US CO73 CO73 CO73 CO84
Government or public research institutes: Japan       CO85
Government or public research institutes: China or India CO74      
Government or public research institutes: Other countries CO75 CO74 CO74 CO86

6.3 Innovation Cooperation partner

       
Most important co-operation partner PMOS PMOS PMOS  

7 Effects of innovation

2008 2006 4 3
Increased range of goods or services        
Increased market or market share   EMAR EMAR EMAR
Improved quality in goods or services   EQUA EQUA EQUA
Improved production flexibility   EFLEX EFLEX EFLEX
Improved production capacity   ECAP ECAP ECAP
Reduced labour costs per produced unit   ELBR ELBR ELBR
Reduced materials and energy per produced unit   EMAT EMAT EMAT
Reduced environmental impacts or improved health and safety   EENV EENV EENV
Met regulations or standards   ESTD ESTD ESTD
Increased range of goods or services ORANGE ERANGE ERANGE ERANGE
Replace outdated products or processes OREPL      
Enter new markets OENMK      
Increase market share OIMKS      
Improve quality of goods or services OQUA      
Improve flexibility for producing goods or services OFLEX      
Increase capacity for producing goods or services OCAP      
Improve health and safety OHES      
Reduce labour costs per unit output OLBR      

8 Innovation activity abandoned after the activity/project begun

2008 HBEG HBEG 3

8.1 Hampered innovation activity

       
Innovation activity abandoned at concept stage   HCON HCON  
Innovation activity abandoned after the activity/project begun        
Innovation activity seriously delayed   HDLAY HDLAY HDLAY
Innovation activity prevented to be started       HSTAR
Innovation activity burdened/cumbered with other serious problems       HBUR

8.2 Factors hampering innovation

       
Hampering factor: Lack of funds within enterprises or ent. Group   HFENT HFENT  
Hampering factor : Lack of outside funds   HFOUT HFOUT  
Hampering factor : Excessive perceived economic risks       HECO
Hampering factor : Innovation costs too high   HCOS HCOS HCOS
Hampering factor : Lack of appropriate sources of finance       HFIN
Hampering factor : Organisational rigidities within the enterprise       HORG
Hampering factor : Lack of qualified personnel   HPER HPER HPER
Hampering factor : Lack of information on technology   HTEC HTEC HTEC
Hampering factor : Lack of information on markets   HINF HINF HINF
Hampering factor : Insufficient flexibility of regulations or standards       HFLEX
Hampering factor : Lack of customer responsiveness to new goods or services       HCUS
Hampering factor : Difficulty in finding co-operation partners   HPAR HPAR  
Hampering factor : Market dominated by established enterprises   HDOM HDOM  
Hampering factor: Uncertain demand for innovative goods/services   HDEM HDEM  
No innovation activity due to prior innovations   HPRIOR HPRIOR HPRIOR
No innovation activity due to no demand for innovations   HMAR HMAR HMAR
No innovation activity due to factors impeding innovation       HIMP

9 Intellectual property rights

2008 2006 4 3
Applied for a patent   PROPAT PROPAT PAAP
Having valid patents       PAVAL
Registered an industrial design   PRODSG PRODSG  
Registration of design patterns       PROREG
Register a trademark   PROTM PROTM PROTM
Claimed copyright   PROCP PROCP PROCP
Protecting inventions or innovations by Secrecy       PROSEC
Protecting inventions or innovations by Complexity of design       PRODES
Protecting inventions or innovations by Lead-time advantage on competitors       PROTIM

10 Organisational and marketing information

2008 2006 4 3
Introduce improved knowledge management system   ORGSYS ORGSYS  
Introduce change to work organization   ORGSTR ORGSTR  
Introduce a change in relations with other firms...   ORGREL ORGREL  
Introduce significant design/packaging changes   MKTDES MKTDES  
Introduce significantly changed sales/distribution methods   MKTMET MKTMET  

11 Effects of organisational innovation

2008 2006 4 3
Reduced time to respond to customers needs   EFORED EFORED  
Improved quality of goods/services   EFORQU EFORQU  
Reduced costs per unit output   EFORCO EFORCO  
Improved employee satisfaction   EFORSA EFORSA  

12 Organisational innovation

2008 2006 4 3

12.1 Organisational innovation

       
New business practices for organising work or procedures ORGBUP      
New methods of workplace organisation ORGWKP      
New methods of organising external relations ORGEXR      

12.2 Objectives of organizational innovation

       
Reduce time to respond to customer or supplier needs ORORED      
Improve ability to develop new products or processes OROABL      
Improve quality of your goods or services OROQUA      
Reduce costs per unit output ORORCO      
Improved communication or information sharing OROCIN      

13 Marketing innovation

2008 2006 4 3

13.1 Marketing innovation

       
Significant changes to the aesthetic design or packaging MKTDGP      
New media or techniques for product promotion MKTPDP      
New methods for product placement or sales channels MKTPDL      
New methods of pricing goods or services MKTPRI      

13.2 Objectives of marketing innovation

       
Increase or maintain market share OMKTS      
Introduce products to new customer groups OMKTCG      
Introduce products to new geographic markets OMKTGM      

14 Creativity and skills

2008 2006 4 3

14.1 Skills

       
Graphic arts / layout / advertising        
Design of objects or services        
Multimedia (combining audio, graphics, text, still pictures, animation, video .etc)        
Web design        
Software development        
Market research        
Engineering / applied sciences        
Mathematics / statistics / database management        

14.2 Methods to stimulate new ideas or creativity among your staff

       
Brainstorming sessions        
Multidisciplinary or cross-functional work teams        
Job rotation of staff to different departments or other parts of your enterprise group        
Financial incentives for employees to develop new ideas        
Non-financial incentives for employees to develop new ideas, such as free time, public recognition, more interesting work, etc        
Training employees on how to develop new ideas or creativity        

15 Innovations with environmental benefits

2008 2006 4 3

15.1 Environmental benefits from the production of goods or services within your enterprise

       
Reduced material use per unit of output ECOMAT      
Reduced energy use per unit of output ECOEN      
Reduced CO2 ‘footprint’ (total CO2 production) by your enterprise ECOCO      
Replaced materials with less polluting or hazardous substitutes ECOSUB      
Reduced soil, water, noise, or air pollution ECOPOL      
Recycled waste, water, or materials ECOREC      

15.2 Environmental benefits from the after sales use of a good or service by the end user

       
Reduced energy use ECOENU      
Reduced air, water, soil or noise pollution ECOPOS      
Improved recycling of product after use ECOREA      

15.3 Environmental innovation in response to:

       
Existing environmental regulations or taxes on pollution ENREG      
Environmental regulations or taxes that you expected to be introduced in the future ENREGF      
Availability of government grants, subsidies or other financial incentives for environmental innovation ENGRA      
Current or expected market demand from your customers for environmental innovations ENDEM      
Voluntary codes or agreements for environmental good practice within your sector ENAGR      
Procedures in place to regularly identify and reduce enterprise’s environmental impacts ENVID      

16 Basic information on the enterprise

2008 2006 4 3

16.1 Total turnover

       
Turnover increased       TURNINC
Turnover decreased       TURNDEC
Total turnover in 1998       TURN98
Total turnover in 2000       TURN
Export in 1998       EXP98
Export in 2000       EXP
Gross investment in tangible goods       INVTA
Total turnover in 2002     TURN02M  
Total turnover in 2004        
Total turnover in 2006 TURN06m      
Total turnover in 2008 TURN08m      
Total turnover in 2010        

16.2 Total number of employees

       
Total number of employees in 1998       size98_N
Total number of employees in 2000       size00_N
Total number of employees in 2002        
Total number of employees in 2004        
Total number of employees in 2006 size06 SIZE06    
Total number of employees in 2006 (CIS 2008 Italy) size06_IT      
Total number of employees in 2008 size08      
Total number of employees in 2008 (CIS 2008 Italy) size08_IT      
Total number of employees in 2010        
% of employees in 2010 with a university degree        
Total number of employees in 2000 with higher education       EMPHI

17 Other important strategical and organisational changes in your enterprise

2008 2006 4 3
Strategical changes       ACTSTR
Management changes       ACTMAN
Organizational changes       ACTORG
Marketing changes       ACTMAR
Aesthetic changes (or other subjective changes)       ACTAES

18 Sampling information

2008 2006 4 3
Weight WEIGHT
weightnr
WEIGHT WEIGHT w2use
Weights corrected for non-response bias        
Stratum of the enterprise when sampling     STRB  
Stratum of the enterprise according to the questionnaire     STRA  
Weight, based on the employment GFEMP_IE      
Weight, based on the number of enterprises GFENT_IE      
Weight, based on the turnover GFTURN_IE      
Country specific weight 1   WEIGHTNR WEIGHTNR  
Country specific weight 2   WEIGHTNR2 WEIGHT2NR  
Country specific weight 3     WEIGHT3NR  

19 Variables without documentation

2008 2006 4 3
Country Specific Variable Germany 1     INPD  
Country Specific Variable Germany 2     INPS  
Country Specific Variable Germany 3     FUN  
Unknown Variable 1     HDBM