Patterns of innovation and skills in small firms

By Mark Freel. 2005

431 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/d0ccd9e2cdc3967bc3d3739bcd5df85e511d0d13

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In Economics and Econometrics

In Management of Technology and Innovation

Citations in the corpus

Beyond formal R&D: Taking advantage of other sources of innovation in low- and medium-technology industries (2009, background): “…na eff na al. a n esp nu tra on (Bi the thi tra a m ed tes to of en LM HT of em refl les Jør tic 19 tec pe an San hat research the impact of ongoing training on innovation outputs. notable exception is the work by Freel (2005), which concludes hat the most innovative firms train staff more.4 .2.”
Modelling the innovation value chain (2008, background): “Firms’ knowledge utilisation capacity may reflect both the quality of human resource (Freel, 2005) as well as the organisational characteristics of the enterprise (Finegold and Wagner, 1998).”
Management control systems in innovation companies: a literature based framework (2014, background): “It has been confirmed that highly innovative companies train their staff the most (Freel 2005) and personnel control has a positive impact on the likelihood of radical and incremental innovation (Cardinal 2001).”
Learning and novelty of innovation in established manufacturing SMEs (2008, background): “Learning by training: Firms require an adequate pool of skilled manpower to develop innovations, whether incremental or radical (Romijn and Albaladejo, 2002; Darroch and McNaughton, 2002; Subramaniam and Youndt, 2005; Freel, 2005).”
Examining the Effect of Market Orientation On Innovativeness (2006, background): “Researchers in marketing suggest that innovativeness is “possession of newness,” (Roehrich 2004), or the degree of newness of a product (Freel 2005; Daneels and Kleinschmidt 2001; Michalisin 2001; Cooper and Kleinschmidt 1990, 1993; Gatignon and Xuereb 1997; Capon, Farley, Hulbert and Lehmann 1992).”
Types of innovation, sources of information and performance in entrepreneurial SMEs (2010, background): “As discussed earlier, the newness of innovations is much in the eye of the beholder: innovations may have different degrees of significance and uniqueness, depending on who is asked (Freel, 2005; Massa and Testa, 2008).”
Externalities of openness in innovation (2013, background): “This is the share of each plant’s employees which have some degree level qualification (Freel 2005).”
Technological Collaboration: Bridging the Innovation Gap between Small and Large Firms** (2010, positive): “They reinforce SMEs’ competitiveness by enabling them to access new knowledge, sources of technical assistance, expertise, sophisticated technology, and market requirements; they also strategically reduce the irreversibility costs of the innovation process (Freel 2005; Bougrain and Haudeville 2002).”
Determinants of product and process innovation in small food manufacturing firms (2004, background): “In this context, the ability to obtain information and other inputs from outside the firm is a key determinant of innovation in small firms (De Propris, 2000; Diederen, van Meijl, & Wolters, 2002; Freel, 2000, 2004; Romijn & Albaladejo, 2002; Tether, 2002).”
The innovation value chain (2006, background): “Absorptive capacity may reflect both the quality of plants’ human resource (Freel, 2005) as well as the organisational characteristics of the enterprise (Finegold and Wagner, 1998).”