GESIS - DBK - ZA5458
 

ZA5458: Flash Eurobarometer 305 (Innobarometer 2010)

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Bibliographic Citation

Citation Citation    European Commission (2011): Flash Eurobarometer 305 (Innobarometer 2010). The GALLUP Organisation, Brussels. GESIS Data Archive, Cologne. ZA5458 Data file Version 1.0.0, https://doi.org/10.4232/1.10740
Study No.ZA5458
TitleFlash Eurobarometer 305 (Innobarometer 2010)
Current Version1.0.0, 2011-7-8, https://doi.org/10.4232/1.10740
Date of Collection09.10.2010 - 17.10.2010
Principal Investigator/ Authoring Entity, Institution
  • European Commission, Brussels Directorate-General Communication, Public Opinion Analysis Sector

Content

AbstractInnovation in public administration. Topics: 1. Innovation: introduction of innovations since January 2008; pioneering role compared to other public administration authorities; innovation development process: own organisation in cooperation with other public sector organisations, own organisation in cooperation with private businesses, own organisation in cooperation with not-for-profit organisations, own organisation by itself, adoption of innovations developed by other organisations; percentage of innovative services with regard to all services since January 2008; introduction of new methods of communicating activities to the public since January 2008; introduction of new processes or organisational methods since January 2008 and development process. 2. Work force and skills: percentage of employees having a university degree; percentage of employees involved regularly in innovation development processes; provision of training for implementing or using innovative services since January 2008. 3. Effects of innovation: positive impact of innovative services with regard to the following aspects: types of users, service targets, user satisfaction, access to information, delivery of services, other; positive impact of innovative processes or organisational methods with regard to the following aspects: administrative procedures, costs of provided services, delivery of services, working conditions, other; negative impact of innovative processes or organisational methods with regard to the following aspects: administrative costs, types or flexibility of services, delivery of services, user satisfaction, other. 4. Drivers and strategy: importance of selected information sources for innovation development; essential information since January 2008 obtained by: organisation or event in own country, organisation or event in another EU country, organisation or event outside the EU, European Commission organisation or event; importance of the following factors with regard to innovation development since January 2008: mandated decrease or increase in organisation’s budget, new laws or regulations, new policy priorities, mandated introduction of new e-government or online services; importance of selected aspects and factors in innovation development: managers support trial-and-error testing of new ideas, active role of managers, staff incentives, users, evaluation of services after completion. 5. Barriers: assessment of the following obstacles to innovation: lack of management support, lack of staff incentives, uncertain user acceptance, regulatory requirements, lack of human or financial resources, risk-averse organisation culture. 6. Procurement: publication of tenders to private businesses aimed at providing selected goods or services; consultation of the following groups prior to publishing tenders: potential suppliers or contractors, users, other organisations conducting similar procurements, other organisations providing specialist advice; importance of the following factors with regard to winning a tender: low cost, innovation, both; impact of tenders since January 2008: introduction of new services, significant reduction of costs of existing services, significant reduction of environmental impact of provided services. 7. Expected development: expected impact of the following factors on innovation development in the next two years: mandated decrease or increase in organisation’s budget, new laws or regulations, new policy priorities, increasing demand from citizens, introduction of new technologies; number of services. Demography: number of employees; type of organisation; sector of the organisation; administrative level of activity. Additionally coded was: respondent ID; interviewer ID; language of the interview; country; date of interview; time of the beginning of the interview; duration of the interview; type of phone line; call history; NACE-Code; weighting factor.
Categories Categories
  • International Institutions, Relations, Conditions
  • Work and Industry
Topics Topics
  • 8.2 Business/industrial management and organisation
  • 11.6 Government, political systems and organisation

Methodology

Geographic Coverage
  • Belgium (BE)
  • Bulgaria (BG)
  • Denmark (DK)
  • Germany (DE)
  • Spain (ES)
  • Greece (GR)
  • France (FR)
  • Ireland (IE)
  • Italy (IT)
  • Luxembourg (LU)
  • Netherlands (NL)
  • Austria (AT)
  • Portugal (PT)
  • Finland (FI)
  • Sweden (SE)
  • United Kingdom (GB)
  • Czech Republic (CZ)
  • Estonia (EE)
  • Cyprus (CY)
  • Lithuania (LT)
  • Latvia (LV)
  • Hungary (HU)
  • Malta (MT)
  • Poland (PL)
  • Slovenia (SI)
  • Slovakia (SK)
  • Romania (RO)
  • Norway (NO)
  • Switzerland (CH)
UniversePublic administration organisations with at least 10 employees, specifically those classified by NACE 2.0 as 84.11 (General public administration activities) or 84.12 (Regulation of the activities of providing healthcare, education, cultural services and other social services, excluding social security)
Sampling Procedure Sampling Procedure
  • Probability
Mode of Collection Mode of Collection
  • Telephone interview
Data CollectorGALLUP EUROPE, Brussels, Belgium; FOCUS AGENCY, Prague, Czech Republic; NORSTAT DENMARK, Copenhagen, Denmark; IFAK, Taunusstein, Germany; SAAR POLL, Tallinn, Estonia; METRON ANALYSIS, Athens, Greece; GALLUP SPAIN, Madrid, Spain; EFFICIENCE3, Reims, France; GALLUP UK, Dublin, Ireland; GALLUP UK, London, United Kingdom; CYMAR, Nikosia, Cyprus; DEMOSKOPEA, Rome, Italy; LATVIAN FACTS, Riga, Latvia; BALTIC SURVEY, Vilnius, Lithuania; GALLUP EUROPE, Luxembourg, Luxembourg; GALLUP HUNGARY, Budapest, Hungary; MISCO, Valletta, Malta; MSR, Naarden, Netherlands; SPECTRA, Linz, Austria; GALLUP POLAND, Warsaw, Poland; CONSULMARK, Lisbon, Portugal; Cati d.o.o., Ljubljana, Slovenia; FOCUS AGENCY, Bratislava, Slovakia; NORSTAT FINLAND OY, Espoo, Finland; NORSTAT SWEDEN, Linköping, Sweden; VITOSHA RESEARCH, Sofia, Bulgaria; GALLUP ROMANIA, Bucharest, Romania; FIELDWORK SCANDINAVIA, Oslo, Norway; M.I.S. Trend S.A, Lausanne, Switzerland; The GALLUP Organization Hungary, Budapest (international co-ordination)
Date of Collection
  • 09.10.2010 - 17.10.2010

Errata & Versions

VersionDate, Name, DOI
1.0.0 (current version)2011-7-8 Archive release https://doi.org/10.4232/1.10740
Errata in current version
none
Version changes

Further Remarks

Number of Units: 4063
Number of Variables: 143
Analysis System(s): SPSS

Publications

Publications
  • European Commission; The Gallup Organization: Innobarometer 2010. Brussels: European Commission January 2011 http://ec.europa.eu/public_opinion/flash/fl_305_en.pdf
Relevant full texts
from SSOAR (automatically assigned)

Groups

Research Data Centre
Groups
  •  EB - Flash Eurobarometer
    The Flash Eurobarometer were launched by the European Commission in the late eighties, turning out a Monthly Monitor between in 1994 and 1995. These “small scale” surveys are conducted in all EU member states at times, occasionally reducing or enlarging the scope of countries as a function of specific topics. The typical sample size is 500-1000 respondents per country and interviews are usually conducted by phone in the respective national language. The Flash Eurobarometer include series on special topics (Common Currency, EU Enlargement, Information Society, Entrepreneurship, Innovation) as well as special target group polls, particularly company managers with enterprise related topics.
  • Flash Eurobarometer - Manager samples and enterprise issues : Innovation