Organisational innovation in SMEs

By Helen Salavou, George Baltas, Spyros Lioukas. 2004

308 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d3d6e92f19816dc67acfe39e308b78ea625c3df9

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Citations in the corpus

Is knowledge that powerful? Financial literacy and access to finance (2018, background): “The innovative nature of SMEs (Fuellhart and Glasmeier, 2003; Maxwell and Stone, 2004) complements large firms as they are crucial for prosperous economies (Beck et al., 2006; Salavou et al., 2004).”
Effects of size, market and strategic orientation on innovation in non‐high‐tech manufacturing SMEs (2009, background): “Moreover, the work in this area focuses mainly on firm-specific characteristic on innovation, the effect of external environment and structural factors, which are more appropriate for large firms instead of the strategic and market orientation of the smaller firm, including factors such as closeness”
Size, strategic, and market orientation affects on innovation (2008, background): “…on innovation, the effect of external environment and structural factors, which are more appropriate for large firms instead of the strategic and market orientation of the firm, including factors such as closeness to customers, flexibility which are advantageous to SMEs (Salavou et al., 2004).”
Firm Innovativeness and Export Performance: Environmental, Networking, and Structural Contingencies (2013, background): “Although other aspects of innovativeness (e.g., tech- nological, behavioral) can be considered (see, e.g., Salavou, Baltas, and Lioukas 2004), for reasons of parsimony and clarity of conceptual modeling, we limit our theoretical development to product-related innovation activity.”
Resilience and competitiveness of small and medium size enterprises: an empirical research (2011, background): “It has also been found that market and learning-oriented SMEs, facing strong competition, tend to be more innovative and resilient (Salavou et al. 2004).”
Achieving Superior SME Performance: Overarching Role of Marketing, Innovation, and Learning Capabilities (2013, methodology): “The scale used to assess innovation capability was adapted from Hurley and Hult (1998) and Calantone et al. (2002), while learning capability was assessed using a 5-item scale adapted from Calantone et al. (2002), Salavou et al. (2004) and Garcia-Morales et al. (2006).”
The Perception of Governmental Support in The Context of Competitiveness of SMEs in the Czech Republic (2017, background): “It has also been found that market and learning-oriented SMEs, facing strong competition, tend to be more innovative and resilient (Salavou et al. 2004). joc3-2017-v1c.indd 36 10.9.2017 17:37:30”
Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs (2012, background): “However, due to their relative small size, they are flexible, and as Salavou et al. (2004) assert, market- and learning-oriented SMEs tend to be more innovative and resilient.”
Firm innovation and supply chain resilience: a dynamic capability perspective (2020, background): “…(1998), Christopher and Peck (2004), Magnier-Watanabe and Senoo (2010), Blocker, Houston, and Flint (2011), Autry, Williams, and Golicic (2014), Salavou, Baltas, and Lioukas (2004), Morais-Storz, Platou, and Norheim (2018), Tait (2007), Barasa, Mbau, and Gilson (2018), Braes and Brooks (2010),…”
Enterprise risk management in SMEs: Towards a structural model (2016, result): “This indicates that an active ERM approach produces a somewhat prospective/offensive strategy, whereas a passive ERM approach results in a more defensive strategy (COSO, 2004; Georgellis et al., 2000; Salavou et al., 2004).”
Information systems success: the quest for the dependent variable (2015, background): “Salavou et al. (2004) considered determinants of organizational innovation in SMEs, as expressed by the number of product innovation adoptions.”