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- Table: 33-10-0153-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Percentage of enterprises for which specific long-term strategies were the most important, by North American Industry Classification System (NAICS) code and enterprise size, over the next five years. The most important long-term strategies include main focus on good or service positioning, main focus on low-price and cost leadership, and good or service positioning and low-price and cost leadership are equally important.
Release date: 2024-04-30 - Table: 33-10-0805-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription: Percentage of enterprises where innovations were developed mainly by the business, parent, affiliated or subsidiary businesses; collaboratively, by the business together with other businesses or organizations; and mainly by other businesses or organizations, by North American Industry Classification System (NAICS) and enterprise size for Canada and certain provinces.Release date: 2024-02-20
- Stats in brief: 11-631-X2022004Description:
This presentation focuses on labour productivity, a measure of efficiency widely used in conjunction with data on labour costs and profitability to gauge the competitiveness of Canadian businesses.
Release date: 2022-09-01 - Table: 33-10-0523-01Geography: Canada, Province or territoryFrequency: OccasionalDescription:
Group that primarily developed new business process innovations for the business or organization, by North American Industry Classification System (NAICS), business employment size, type of business, business activity and majority ownership, second quarter of 2022.
Release date: 2022-05-30 - Table: 33-10-0524-01Geography: Canada, Province or territoryFrequency: OccasionalDescription:
Business or organization introducing innovations in response to the COVID-19 pandemic or the conditions it caused since 2020, by North American Industry Classification System (NAICS), business employment size, type of business, business activity and majority ownership, second quarter of 2022.
Release date: 2022-05-30 - Table: 33-10-0525-01Geography: Canada, Province or territoryFrequency: OccasionalDescription:
Impact of the COVID-19 pandemic on business' or organization's activities related to innovation, by North American Industry Classification System (NAICS), business employment size, type of business, business activity and majority ownership, second quarter of 2022.
Release date: 2022-05-30 - Table: 33-10-0184-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Percentage of enterprises that conducted specific innovation activities, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Innovation activities include research and experimental development; acquisition or development of advanced technology; design activities related to other organizations; employee training specifically for innovation projects; consultation activities with external experts or internal workgroups; activities related to the development and implementation of new marketing methods; market preparation activities directly linked to the introduction of new goods or services; and other innovation activities. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2021-07-27 - Table: 33-10-0185-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Average expenditures (x 1,000) on specific innovation activities, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Innovation activities include research and experimental development; acquisition or development of advanced technology; design activities related to other organizations; employee training specifically for innovation projects; consultation activities with external experts or internal workgroups; activities related to the development and implementation of new marketing methods; market preparation activities directly linked to the introduction of new goods or services; and other innovation activities. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2021-07-27 - 9. Product (good or service) innovation developers, by industry and enterprise size, inactive ArchivedTable: 33-10-0178-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription: Percentage of enterprises where product (good or service) innovations were developed mainly by the business, parent, affiliated or subsidiary businesses; collaboratively, by the business together with other businesses or organizations; and mainly by other businesses or organizations, by North American Industry Classification System (NAICS) code and enterprise size, based on a three-year observation period.Release date: 2021-04-26
- Table: 33-10-0186-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Average expenditures (x 1,000) on innovation activities attributable to product (good or service), process, organizational or marketing innovation, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2019-06-14
Data (11)
Data (11) (0 to 10 of 11 results)
- Table: 33-10-0153-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Percentage of enterprises for which specific long-term strategies were the most important, by North American Industry Classification System (NAICS) code and enterprise size, over the next five years. The most important long-term strategies include main focus on good or service positioning, main focus on low-price and cost leadership, and good or service positioning and low-price and cost leadership are equally important.
Release date: 2024-04-30 - Table: 33-10-0805-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription: Percentage of enterprises where innovations were developed mainly by the business, parent, affiliated or subsidiary businesses; collaboratively, by the business together with other businesses or organizations; and mainly by other businesses or organizations, by North American Industry Classification System (NAICS) and enterprise size for Canada and certain provinces.Release date: 2024-02-20
- Table: 33-10-0523-01Geography: Canada, Province or territoryFrequency: OccasionalDescription:
Group that primarily developed new business process innovations for the business or organization, by North American Industry Classification System (NAICS), business employment size, type of business, business activity and majority ownership, second quarter of 2022.
Release date: 2022-05-30 - Table: 33-10-0524-01Geography: Canada, Province or territoryFrequency: OccasionalDescription:
Business or organization introducing innovations in response to the COVID-19 pandemic or the conditions it caused since 2020, by North American Industry Classification System (NAICS), business employment size, type of business, business activity and majority ownership, second quarter of 2022.
Release date: 2022-05-30 - Table: 33-10-0525-01Geography: Canada, Province or territoryFrequency: OccasionalDescription:
Impact of the COVID-19 pandemic on business' or organization's activities related to innovation, by North American Industry Classification System (NAICS), business employment size, type of business, business activity and majority ownership, second quarter of 2022.
Release date: 2022-05-30 - Table: 33-10-0184-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Percentage of enterprises that conducted specific innovation activities, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Innovation activities include research and experimental development; acquisition or development of advanced technology; design activities related to other organizations; employee training specifically for innovation projects; consultation activities with external experts or internal workgroups; activities related to the development and implementation of new marketing methods; market preparation activities directly linked to the introduction of new goods or services; and other innovation activities. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2021-07-27 - Table: 33-10-0185-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Average expenditures (x 1,000) on specific innovation activities, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Innovation activities include research and experimental development; acquisition or development of advanced technology; design activities related to other organizations; employee training specifically for innovation projects; consultation activities with external experts or internal workgroups; activities related to the development and implementation of new marketing methods; market preparation activities directly linked to the introduction of new goods or services; and other innovation activities. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2021-07-27 - 8. Product (good or service) innovation developers, by industry and enterprise size, inactive ArchivedTable: 33-10-0178-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription: Percentage of enterprises where product (good or service) innovations were developed mainly by the business, parent, affiliated or subsidiary businesses; collaboratively, by the business together with other businesses or organizations; and mainly by other businesses or organizations, by North American Industry Classification System (NAICS) code and enterprise size, based on a three-year observation period.Release date: 2021-04-26
- Table: 33-10-0186-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Average expenditures (x 1,000) on innovation activities attributable to product (good or service), process, organizational or marketing innovation, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2019-06-14 - Table: 33-10-0183-01Geography: Canada, Geographical region of Canada, Province or territoryFrequency: OccasionalDescription:
Percentage of enterprises that introduced organizational innovations that resulted in operations-related cost savings, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Estimates refer to fiscal year 2017 (end date falling after January 1, 2017 and on or before December 31, 2017).
Release date: 2019-03-13
Analysis (31)
Analysis (31) (20 to 30 of 31 results)
- 21. Recent Canadian Evidence on Job Quality by Firm Size ArchivedArticles and reports: 11F0019M1998128Geography: CanadaDescription:
We provide recent evidence on job characteristics by firm size in Canada. Using a variety of household surveys, we assemble a wide set of facts on wages, fringe benefits and work schedules in small and large firms. We show that the wage gap between small and large firms has reamined fairly stable over the past decade. After controlling for observable worker characteristics and industry-specific effects, large firms pay 15-20% more than small firms. Pension plan coverage remains at least four times higher in large firms than in small firms. While the gap in pension coverage between small and large firms has not increased over time for men, there is some evidence that it has increased for women. We assess the extent to which work schedules vary between small and large firms. Our results indicate that compared to workers in large firms, employees of small firms work at least as many weekly hours. Furthermore, they are more likely to work more than five days per week. This implies that the firm size wage premium cannot be explained by a longer workweek in large firms. As long as workers prefer working during the day, the greater frequency of shift work in large, goods-producing companies is one dimension along which work schedules are less desirable in large firms. According to the theory of compensating differentials, the size-wage differential may partially reflect the willingness of large firms to compensate workers for shift work. We test this hypothesis and conclude that shift work has virtually no effect on the firm size wage premium. Our results emphasize the need to look at several dimensions of work to assess how job quality varies between small and large firms.
Release date: 1998-11-13 - Articles and reports: 11F0019M1997102Geography: CanadaDescription:
The strategies and competencies of small and medium-sized firms are explored here using the responses to the Survey of Growing Small and Medium Size Enterprises, conducted by Statistics Canada. The paper classifies small and medium-sized firms by innovator type and explores the complementary strategies in management, marketing, human resources and financing that are adopted by each innovator type and the success of each type of innovator.
A taxonomy of innovative types is developed that is based on the product/process development orientation of the firm. Differences in competencies in the area of human resources, management, marketing and finance that are possessed by firms in each group are examined. Firms are classified into one of four groups-product innovators, comprehensive (product and process) innovators, process innovators, or non-innovators-based on their responses to 22 innovation-related questions on the survey. These groups correspond to different stages in the development of a product market. Product innovators occupy the first stage, the time when the product is initially introduced. Comprehensive innovators represent the second stage, when the product demand is still growing, and firms in addition to producing new products, have begun to make dramatic improvements in their production efficiencies, by concentrating on process innovations as well as product innovations. Process innovators represent the third phase in the development of a product market, when the product characteristics have become established, and firms seek to improve their market share mainly by improving their production efficiencies. Finally, the last phase is characterized by a relatively stable product line, with a mature production technology.
The competencies of firms differ across these innovative types. Comprehensive innovators tend to develop greater capabilities than the other innovators in a wide range of areas. Comprehensive innovators also tend to outperform the other innovators in terms of growth in sales, market share, and employment size.
Innovators also tailor their financial strategies to their innovator type. Product innovators focus on a low debt/asset strategy with non-standard sources like venture capital. In later stages of the innovation life cycle-comprehensive and process innovators place great emphasis on higher debt/asset ratios and make greater use of long-term debt and equity capital.
Release date: 1998-01-22 - 23. Computers in the workplace [1994] ArchivedArticles and reports: 75-001-X19970023072Geography: CanadaDescription:
How quickly has new information technology been adopted in the workplace and how has its introduction affected workers, firms and the economy as a whole? Data from the 1989 and 1994 General Social Surveys reveal changes in computer literacy as well as on-the-job use of computers. This report also looks at the perceived effect of computer technology on job content and security.
Release date: 1997-06-11 - Articles and reports: 11F0019M1997100Geography: CanadaDescription:
Fundamental changes have taken place in the labour market and among firms in the 1980s and 1990s. In some cases we understand what has occurred, but notwhy. In other cases the data do not exist to shed light on exactly what is happening, let alone why. Changes in the labour market are often related to changes in theway in which firms are engaging and paying labour, the adoption of new technologies, changes in the types of markets in which firms compete, and other eventsoccurring in firms; i.e. changes on the demand side of the labour market. But data have never existed that allowed events occurring in firms to be related to theoutcomes for the workers. This paper outlines why such data are necessary. The example of rising inequality is used to demonstrate the need for such a survey. Alsopresented is an outline of how the new data can be provided using a new approach to surveying. The proposed survey first surveys establishments, and then surveysworkers within that establishment. In this way a direct link is made between the activities in the establishment and the outcomes for the workers. Conversely, a directlink is established between the events in the firm and the characteristics of the workers, another area of research that has suffered from a lack of data at themicro-level. This paper outlines why such a survey is needed, the possible content, and research topics that could be addressed with such data.
Release date: 1997-05-15 - 25. Productivity Growth, Plant Turnover and Restructuring in the Canadian Manufacturing Sector ArchivedArticles and reports: 11F0019M1995087Geography: CanadaDescription:
Firm turnover occurs as firms gain and lose market share as part of the competitive struggle. The reallocation of market share from one group to another is associated with productivity gain as the less productive lose share and the more productive gain market share. This paper examines the extent to which productivity has been enhanced by firm turnover over the last twenty years. It focuses on the extent to which this process changed during the 1980s and thereby contributed to the slowdown in productivity growth that was experienced by the manufacturing sector.
Release date: 1996-05-06 - Articles and reports: 11F0019M1996092Geography: CanadaDescription:
This study is one of a series that examines how technology adoption affects the skills of workers. Previous papers in the series have approached this issue in differentways with data from a variety of sources. Using data on the strategies and activities of small and medium-sized firms in both manufacturing and services industries,Baldwin and Johnson (1995), Baldwin, Johnson and Pedersen (1996) examine the connection between the different strategies that are pursued by growing firms.Firms that stress technological competencies are found to also place a greater emphasis on skill enhancement and training activities. Using survey data on the type oftechnology used in manufacturing plants and plant managers' perceptions of the skill requirements and training costs associated with the adoption of newtechnologies, Baldwin, Gray and Johnson (1995) find that technology use leads to greater skill requirements, more training, and higher training costs.This paper uses survey data on the incidence of advanced technology adoption and matched panel data on plant characteristics such as wages, capital intensity, andsize to examine the connection between technology use and the wage rates received by workers. Since higher wages are associated with higher skill levels,establishing a connection between technology use and wages reinforces the earlier findings.
Release date: 1996-01-09 - 27. Human Capital Development and Innovation: The Case of Training in Small and Medium Sized Firms ArchivedArticles and reports: 11F0019M1995074Geography: CanadaDescription:
This study examines the characteristics of small and medium-sized firms that perform training. It uses data taken from a recent Statistics Canada survey that permit firms' training decisions to be analyzed within the broader context of their many activities and strategies.
The study finds strong evidence for the hypothesis that human capital development facilitated by training is complementary to innovation and technological change. Training incidence is found to be closely related to the importance that a firm gives to research and development, the use of new technologies, and numerous other strategies that are related to innovation. Training is also greater where a firm emphasizes quality and a comprehensive human-resource strategy. The results point to the inherent complementarity of technology and human resources policy.
Release date: 1995-03-30 - Articles and reports: 11F0019M1995073Geography: CanadaDescription:
This study investigates differences in the policies being pursued by innovative and non-innovative firms. It focuses on a broad group of strategies -- in marketing, finance, production, management and human resources and asks whether there are key areas in which the strategies being followed by innovative and non-innovative firms differ. It also asks how the activities of firms in each of these areas differs. Finally, it compares the performance of innovative and non-innovative firms. The study finds that innovative firms place a greater emphasis on management, human resources, marketing, financing, government programs and services, and production efficiencies. In most of these areas, innovative firms pursue activities more intensively. Finally, innovative firms are more successful than non-innovative firms.
Release date: 1995-02-28 - 29. About productivity ArchivedArticles and reports: 75-001-X1993001105Geography: CanadaDescription:
This study examines how Canadian productivity is measured and what factors affect it. In addition, trends in productivity over the last 30 years are discussed.
Release date: 1993-03-04 - 30. Computers in the workplace [1989] ArchivedArticles and reports: 75-001-X199100266Geography: CanadaDescription:
Focusing primarily on office automation, this article details the presence of computers at work and how Canadian workers are affected by increased automation. Attitudes to computers at work are also examined.
Release date: 1991-05-15
Reference (2)
Reference (2) ((2 results))
- Surveys and statistical programs – Documentation: 71-221-XDescription:
This electronic product provides information on all Workplace and Employee Survey (WES) variables, descriptions and response categories, as well as range of values. Starting with content themes, information is accessible through a hierarchical fashion, quickly guiding data users to variables of interest.
Release date: 2007-05-17 - Surveys and statistical programs – Documentation: 71-221-GDescription:
The Workplace and Employee Survey Guide contains a dictionary of concepts and covers topics such as survey methodology, data collection, data processing and data quality. It also contains helpful information for researchers wishing to use the microdata.
Release date: 2007-05-15
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