Organizational and management practices

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All (64) (0 to 10 of 64 results)

  • 1. Research to Insights: Challenges and Opportunities in Innovation, Technology Adoption and Productivity
    Stats in brief: 11-631-X2024005
    Description: This presentation explores linkages between innovation, technology adoption and productivity. It highlights recent estimates of labour and multifactor productivity growth, drawing on recent surveys that can be used to profile the innovation and technological stance of Canadian businesses. It is intended to support ongoing research on the competitiveness of Canada’s economy.
    Release date: 2024-07-24
  • 2. Most important long-term strategies, by industry and enterprise size
    Table: 33-10-0153-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    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
  • 3. Regular use of business practices, by industry and enterprise size
    Table: 33-10-0193-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description: Percentage of enterprises that regularly used specific business practices, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Business practices include product and control management practices – concurrent engineering (simultaneous design), cross-functional design teams, electronic work arrangement, distribution resource planning (DRP), practices related to user or customer engagement and intelligence, and product data management (PDM); quality management practices – continuous improvement (including total quality management [TQM]), business certification or certification renewals, and quality management systems (QMS); other business practices – competitive technological intelligence (CTI) or benchmarking, sustainable development strategy or environmental stewardship plan (ESP), life cycle management (LCM), and intellectual property management.
    Release date: 2024-04-30
  • 4. Use of personally-owned devices to carry out business-related activities by industry and size of enterprise
    Table: 22-10-0128-01
    Frequency: Occasional
    Description:

    Percentage of enterprises that allow the use of personally-owned devices to carry out regular business-related activities by the North American Industry Classification System (NAICS) and size of enterprise.

    Release date: 2022-10-18
  • 5. Use of risk management arrangements by industry and size of enterprise
    Table: 22-10-0130-01
    Frequency: Occasional
    Description:

    Percentage of enterprises that use specific risk management arrangements to manage cyber security risks by the North American Industry Classification System (NAICS) and size of enterprise.

    Release date: 2022-10-18
  • 6. Innovation activities of small and medium enterprises
    Table: 33-10-0462-01
    Geography: Canada
    Frequency: Every 3 years
    Description: Rate of participation in innovation and reasons for not innovating for small and medium enterprises within the last three years by region, CMA level, North American Industry Classification System (NAICS), demographics, age of business, employment size, rate of growth, etc.
    Release date: 2022-03-02
  • 7. The Relationship between Management Practices, Long-term Strategic Directions and the Economic Performance of Enterprises Archived
    Articles and reports: 18-001-X2019001
    Description:

    This study is part of the movement in the literature that supposes that entrepreneurship is an important factor in economic development and growth. A company’s success or failure is largely determined by the quality of corporate decisions made by the entrepreneur. However, since business decisions are intangible, their impact on a company’s performance is difficult to measure. This analysis aims to quantify the impact of business decisions. To measure intangibles, indexes were developed to measure a company’s management practices and long-term strategic directions, much like those developed by Bloom and Van Reenen (2007) and Brouillette and Ershov (2014).

    Release date: 2019-04-02
  • 8. Strategic focus regarding marketing practices or methods by industry and enterprise size
    Table: 33-10-0155-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    Percentage of enterprises for which specific statements best described their strategic focus regarding marketing practices or methods, by North American Industry Classification System (NAICS) code and enterprise size, over the next five years. Statements that best described enterprises’ strategic focus regarding marketing practices or methods include maintain current marketing practices or methods, intensify current marketing practices or methods, introduce new or significantly improved marketing practices or methods, and don’t know.

    Release date: 2019-03-13
  • 9. Strategic focus regarding organizational and management practices by industry and enterprise size
    Table: 33-10-0157-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    Percentage of enterprises for which specific statements best described their strategic focus regarding organizational and management practices, by North American Industry Classification System (NAICS) code and enterprise size, over the next five years. Statements that best described enterprises’ strategic focus regarding organizational and management practices include maintain current organizational and management practices, optimize current organizational and management practices, introduce new or significantly improved management practices or change organizational structure, and don’t know.

    Release date: 2019-03-13
  • 10. Organizational innovations that resulted in operations-related cost savings by industry and enterprise size
    Table: 33-10-0183-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    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
Data (44)

Data (44) (0 to 10 of 44 results)

  • 1. Most important long-term strategies, by industry and enterprise size
    Table: 33-10-0153-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    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
  • 2. Regular use of business practices, by industry and enterprise size
    Table: 33-10-0193-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description: Percentage of enterprises that regularly used specific business practices, by North American Industry Classification System (NAICS) code and enterprise size, based on a one-year observation period. Business practices include product and control management practices – concurrent engineering (simultaneous design), cross-functional design teams, electronic work arrangement, distribution resource planning (DRP), practices related to user or customer engagement and intelligence, and product data management (PDM); quality management practices – continuous improvement (including total quality management [TQM]), business certification or certification renewals, and quality management systems (QMS); other business practices – competitive technological intelligence (CTI) or benchmarking, sustainable development strategy or environmental stewardship plan (ESP), life cycle management (LCM), and intellectual property management.
    Release date: 2024-04-30
  • 3. Use of personally-owned devices to carry out business-related activities by industry and size of enterprise
    Table: 22-10-0128-01
    Frequency: Occasional
    Description:

    Percentage of enterprises that allow the use of personally-owned devices to carry out regular business-related activities by the North American Industry Classification System (NAICS) and size of enterprise.

    Release date: 2022-10-18
  • 4. Use of risk management arrangements by industry and size of enterprise
    Table: 22-10-0130-01
    Frequency: Occasional
    Description:

    Percentage of enterprises that use specific risk management arrangements to manage cyber security risks by the North American Industry Classification System (NAICS) and size of enterprise.

    Release date: 2022-10-18
  • 5. Innovation activities of small and medium enterprises
    Table: 33-10-0462-01
    Geography: Canada
    Frequency: Every 3 years
    Description: Rate of participation in innovation and reasons for not innovating for small and medium enterprises within the last three years by region, CMA level, North American Industry Classification System (NAICS), demographics, age of business, employment size, rate of growth, etc.
    Release date: 2022-03-02
  • 6. Strategic focus regarding marketing practices or methods by industry and enterprise size
    Table: 33-10-0155-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    Percentage of enterprises for which specific statements best described their strategic focus regarding marketing practices or methods, by North American Industry Classification System (NAICS) code and enterprise size, over the next five years. Statements that best described enterprises’ strategic focus regarding marketing practices or methods include maintain current marketing practices or methods, intensify current marketing practices or methods, introduce new or significantly improved marketing practices or methods, and don’t know.

    Release date: 2019-03-13
  • 7. Strategic focus regarding organizational and management practices by industry and enterprise size
    Table: 33-10-0157-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    Percentage of enterprises for which specific statements best described their strategic focus regarding organizational and management practices, by North American Industry Classification System (NAICS) code and enterprise size, over the next five years. Statements that best described enterprises’ strategic focus regarding organizational and management practices include maintain current organizational and management practices, optimize current organizational and management practices, introduce new or significantly improved management practices or change organizational structure, and don’t know.

    Release date: 2019-03-13
  • 8. Organizational innovations that resulted in operations-related cost savings by industry and enterprise size
    Table: 33-10-0183-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    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
  • 9. Introduction of different types of innovation by industry and enterprise size, inactive Archived
    Table: 27-10-0155-01
    Geography: Canada, Geographical region of Canada, Province or territory
    Frequency: Occasional
    Description:

    Percentage of enterprises that introduced product (good or service), process, organizational or marketing innovations and combinations, by North American Industry Classification System (NAICS) code and enterprise size, based on a three-year observation period. Product innovation includes new or significantly improved goods and new or significantly improved services. Process innovation includes new or significantly improved methods of manufacturing or producing goods or services; new or significantly improved logistics, delivery or distribution methods for inputs, goods or services; and new or significantly improved supporting activities for processes. Organizational innovation includes new business practices for organizing procedures, new methods of organizing work responsibilities and decision making, and new methods of organizing external relations with other unrelated businesses or organizations. Marketing innovation includes new media or techniques for good or service promotion, new methods for good or service placement or sales channels, new methods of pricing goods or services, and significant changes to the aesthetic design or packaging of a good or service.

    Release date: 2018-10-30
  • 10. Use of business practices, by industry and enterprise size
    Table: 27-10-0312-01
    Geography: Canada, Province or territory
    Frequency: Occasional
    Description:

    Survey of advanced technology, use of business practices, by business practice type, North American Industry Classification System (NAICS) and enterprise size for Canada and certain provinces, in 2014.

    Release date: 2016-03-18
Analysis (19)

Analysis (19) (0 to 10 of 19 results)

  • 1. Research to Insights: Challenges and Opportunities in Innovation, Technology Adoption and Productivity
    Stats in brief: 11-631-X2024005
    Description: This presentation explores linkages between innovation, technology adoption and productivity. It highlights recent estimates of labour and multifactor productivity growth, drawing on recent surveys that can be used to profile the innovation and technological stance of Canadian businesses. It is intended to support ongoing research on the competitiveness of Canada’s economy.
    Release date: 2024-07-24
  • 2. The Relationship between Management Practices, Long-term Strategic Directions and the Economic Performance of Enterprises Archived
    Articles and reports: 18-001-X2019001
    Description:

    This study is part of the movement in the literature that supposes that entrepreneurship is an important factor in economic development and growth. A company’s success or failure is largely determined by the quality of corporate decisions made by the entrepreneur. However, since business decisions are intangible, their impact on a company’s performance is difficult to measure. This analysis aims to quantify the impact of business decisions. To measure intangibles, indexes were developed to measure a company’s management practices and long-term strategic directions, much like those developed by Bloom and Van Reenen (2007) and Brouillette and Ershov (2014).

    Release date: 2019-04-02
  • 3. Organizational and technological improvements in Canadian firms and organizations, 2004 to 2006 Archived
    Articles and reports: 88-003-X200800210739
    Geography: Canada
    Description:

    The 2006 Survey of Electronic Commerce and Technology (SECT) included two questions that dealt with the issues of organizational and technological change. This article will examine organizational and technological change in the private and public sectors, providing the first look at this cross-economy data. An upcoming article will explore the relationship between the introduction of significantly improved organizational structures, management techniques, or technology and the training associated with implementation of these changes.

    Release date: 2008-11-21
  • 4. Report on Interviews on the Commercialization of Innovation Archived
    Articles and reports: 88F0006X2007004
    Description:

    For the past several years, Statistics Canada has been collecting information through surveys on innovation, research and development and more generally on science and technology. This study focuses more on the organizational aspects, and it seeks to provide information for answering the following question: once a company or organization has developed knowledge and a product or process, how does it go about generating benefits in terms of income, cost savings and strategic positioning?

    Release date: 2007-07-16
  • 5. Innovation indicators: More than technology? Archived
    Articles and reports: 88-003-X20070019622
    Geography: Canada
    Description:

    The third edition of the Oslo Manual poses several challenges to future innovation surveys: measuring organizational innovation and marketing innovation; coping with complex and multinational organizations; understanding innovation in services and low-tech manufacturing.

    Release date: 2007-05-10
  • 6. Are Small Businesses Positioning Themselves for Growth? A Comparative Look at the Use of Selected Management Practices by Firm Size Archived
    Articles and reports: 88F0006X2006010
    Description:

    It is well-known that small firms are managed differently from large firms, and this paper provides further evidence in support of this idea while suggesting that some small firms are adopting management behaviours of larger firms. Could these small firms be positioning themselves for growth or using organisational innovation as a tool for survival or adopting some formal organization practices early? In 2004, the Survey of Electronic Commerce and Technology provided a list of eight management practices that according to interviews with small and medium-sized firms indicated potential firm growth. The management practices listed were organisational structures; employee feedback surveys; mentoring or coaching programs; and written strategies for marketing; managing growth; commercialisation of intellectual property; succession management; and risk management.

    Release date: 2006-10-02
  • 7. Innovation management tool kit Archived
    Articles and reports: 88-003-X20060019110
    Geography: Canada
    Description:

    Located on the Government of Canada website, the Innovation Management ToolKit is a set of interactive, easy-to-use Internet-based tools. It introduces approaches to improving innovation used by global leaders to managers of smaller companies. The site contains: - An overview of the benefits of innovation and the barriers to success - Best Practice standards achieved by leading innovators - An optional, firm-level diagnostic - Eight thematic diagnostics that cover a firm's key management areas from Leadership and Culture to Management of Technology

    Release date: 2006-02-27
  • 8. Knowledge Sharing Succeeds: How Selected Service Industries Rated the Importance of Using Knowledge Management Practices to Their Success Archived
    Articles and reports: 88F0006X2005004
    Description:

    Knowledge management practices were more important to the success of innovative business units in selected service industries than was the case for non-innovative business units. Innovative business units were those that introduced new or significantly improved products or processes between 2001 and 2003. The knowledge management practices that were important to their success included knowledge sharing, knowledge codification, knowledge development and knowledge acquisition and retention practices.

    Release date: 2005-02-09
  • 9. Global or multinational? It matters for innovation Archived
    Articles and reports: 88-003-X20030036650
    Geography: Canada
    Description:

    The trend towards the globalization of factor, product and financial markets is drawing an increasing amount of attention. Work is underway to develop methodologies and to harmonize among countries data on the economic activities of globally operating corporations. An understanding of their business models, corporate strategies and organizational structures is also needed to gather and, more importantly, interpret information about their innovation activities. This note identifies four main models of globally operating corporations according to their impact on technology transfer and innovation in their host countries.

    Release date: 2003-10-20
  • 10. Knowledge Management in Practice in Canada, 2001 Archived
    Articles and reports: 88F0006X2003007
    Description:

    This article presents findings from a 2001 Canadian pilot survey on the use of knowledge management practices by firms. Of the firms surveyed, 9 out of 10 firms reported using at least 1 of the 23 knowledge management practices that were studied. This survey, a world first by a statistical agency, measured the extent to which knowledge management practices were used by Canadian businesses in forestry and logging; chemical manufacturing; transportation equipment manufacturing; machinery, equipment and supply wholesaler-distributors; and management, scientific and technical consulting services. The reasons for and the results of using knowledge management practices, as well as the practices themselves, are examined by firm size and by type of adopter.

    Release date: 2003-03-28
Reference (1)

Reference (1) ((1 result))

  • 1. Survey of Knowledge Management Practices
    Surveys and statistical programs – Documentation: 5001
    Description: This survey is being conducted to measure the extent to which knowledge management practices are used or will be used by Canadian businesses.
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