Barriers to Product Innovation in Small Manufacturing Firms

By Mark Freel. 2000

428 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/44ebfe6916dd2f1724f0dbc9893fb7c22f9829c7

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Citations in the corpus

Open innovation practices in SMEs and large enterprises (2012, positive): “Most scholars, however, use their own definitions: Freel (2000) also use the cut-off of 250 employees, but Van de Vrande et al. (2009) and Narula (2004) define SMEs as firms having fewer than 500 employees; in contrast, Bianchi et al. (2010) defines an SME as a company with fewer than 50 employees.”
Determinants of Cross-Border Venture Capital Investments in Emerging and Developed Economies: The Effects of Relational and Institutional Trust (2015, neutral): “In the case of start-ups, this problem is further amplified as historical data enabling the projection of future performance are neither available for the applied technology nor the firm (Berger and Frame 2007; Berger and Udell 1998; Berger and Udell 2002; Freel 1999, 2000, 2007).”
Organisational innovation in SMEs (2004, background): “SMEs are generally considered to have behavioural advantages that may justify their significant share in innovation (Dutta and Evrard, 1999), despite the disadvantages most often attributed to resource constraints (Freel, 2000).”
Entrepreneurial marketing in small businesses: A conceptual exploration (2011, background): “SME marketing has been actively researched over the last two decades and this research has demonstrated that small firms exhibit different marketing behaviours with large firms, and that form the foundation for traditional marketing theory (Freel, 2000).”
Resource and Capability Constraints to Innovation in Small and Large Plants (2006, background): “‘Information asymmetries and the scope for moral hazard [will result in] general credit rationing or market failure in the provision of finance to small firms’ ( Freel, 2000, p. 61 ).”
Determinants of Product Innovation in Small Firms (2006, background): “First, the ‘use of external networks’ to extend a fi rm’s knowledge base has frequently been related to successful innovation (e.g. Freel, 2000, 2003; Hoffman et al., 1998; Romijn and Albaladejo, 2002; Rothwell, 1977, 1991).”
Barriers to Innovation among Spanish Manufacturing SMEs (2009, background): “Small firms have the advantages of flexibility and adaptability, but also have the disadvantage of resource constraints JOURNAL OF SMALL BUSINESS MANAGEMENT466 when attempting to become more innovative (Freel 2000).”
Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms (2004, background): “The owner of a small firm is often a craftsman with specific operational capabilities (Nooteboom 1994), but small firms perform various activities with less expertise than large firms (Freel 2000) because they have little room for functional specialists (Carson et al.”
Strategy and Structure in Innovative Manufacturing SMEs: The Case of an English Region (2000, background): “Moreover, given the use of a relative definition of innovation, and that the proportions of innovators and non-innovators vary little across sectors, misclassification errors are likely to be minimal (see also Freel, 2000, for a fuller discussion of representativeness and bias).”
Ownership concentration and product innovation in Chinese private SMEs (2012, neutral): “In recent years a growing number of studies have investigated the determinants of product innovation in both mature and emerging market SMEs (Bhattacharya & Bloch, 2004; De Jong & Vermeulen, 2006; Freel, 2000, 2003; Mu et al., 2007; Rogers, 2004; Xu et al., 2008; Zeng et al., 2010).”
Resource constraints as triggers of radical innovation: Longitudinal evidence from the manufacturing sector (2013, background): “The few studies that do consider resource constraints as predictors of innovative outcomes are either descriptive (Freel, 2000; Hewitt-Dundas, 2006), exploratory factorizations”
Linking organizational learning and customer capital through an ambidexterity context: an empirical investigation in SMEs1 (2007, background): “The performance and competitiveness of all organizations, particularly SMEs, are affected by the availability of financial resources, inadequacy of management and marketing, lack of skilled workers, weaknesses in external information and coping with government regulations (Aragon and Sanchez, 2005 ”
Identifying key determinants for new product introductions and firm performance in small service firms (2005, background): “Firms engaging in sustained innovation activities have been found to be more profitable and grow faster than firms which refrain from these activities [Geroski and Machin, 1992; Soni et al., 1993; Freel, 2000a].”