Strategic pathways to product innovation capabilities in SMEs

By Oana Branzei, Ilan Vertinsky. 2006

322 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3456b8ee1912155ff288a34524be88b986d40aa1

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Citations in the corpus

How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity (2009, background): “When the firm uses multiple sources of knowledge (Branzei and Vertinsky, 2006; Thornhill, 2006), some of these sources may complement one another while others may substitute each other (Zahra and George, 2002).”
SMEs' Radical Product Innovation: The Role of Internally and Externally Oriented Knowledge Capabilities** (2014, background): “The sequence must be followed in order to be able to gainfully use and exploit external knowledge: exploratory learning precedes transformative learning that is then followed by exploitative learning (Branzei and Vertinsky 2006; Lane, Koka, and Pathak 2006).”
Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “It requires managers to deploy a profound understanding of the business, its different perspectives, employees’ know-how and organizational resources (Branzei and Vertinsky 2006; Volery et al. 2015).”
Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs (2011, background): “Additionally, an innovation orientation can foster the development of innovative capabilities of a firm (Branzei and Vertinsky, 2006).”
Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance (2007, background): “actively learn and upgrade relevant skills (Branzei and Vertinsky, 2006).”
What are the factors that affect innovation in growing SMEs (2012, unknown): “(Branzei and Vertinsky, 2006; Calvo, 2006; Fabling and Grimes, 2007; Freel and Robson, 2004; Hölzl, 2009; Koellinger, 2008; Roper, 1997; Thornhill, 2006; Thornhill and Gellatly, 2005).”
Entrepreneurship and dynamic capabilities: how firm age and size affect the ‘capability enhancement–SME performance’ relationship (2012, background): “Exceptions include studies by Arthurs and Busenitz (2006), who delineate between regular dynamic capabilities and ones that are more entrepreneurial, and by Branzei and Vertinsky (2006), who categorize an entrepreneurial venture’s dynamic capabilities by lifecycle stage.”
Customer involvement capability and service firm performance: The mediating role of innovation (2017, background): “Customer involvement and firm performance How firms incorporate sets of specific, identifiable processes or best practices into their operations explains their level of performance over time (Branzei & Vertinsky, 2006; Eisenhardt &Martin, 2000).”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “Moreover, they must be sensitive to the situation, applying different strategies in different capability-development stages and contexts (Branzei & Vertinsky, 2006; Lee & Kelley, 2008), and should be able to build up a stimulating organisational environment that promotes s and outcomes of dynamic…”
Entrepreneurial Orientation and International Scope: The Differential Roles of Innovativeness, Proactiveness, and Risk-Taking (2014, background): “Yet, the upfront investment costs needed to achieve even moderate levels of innovation may leave such a firm with limited resources to commit to expanding abroad (Branzei and Vertinsky, 2006).”
From resource base to dynamic capabilities: An investigation of new firms (2009, unknown): “The role of individuals and their knowledge-based resources is generally considered central to the study of innovation (Branzei and Vertinsky, 2004; Subramaniam and Youndt, 2005).”
Clusters, knowledge spillovers and new venture performance: An empirical examination (2008, background): “The nature of the knowledge received and the process by which it is reconciled with the firm's existing information streams may be important factors that influence how the knowledge is deployed in the firm ( Branzei and Vertinsky, 2006 ).”