Barriers to innovation within small firms in a peripheral location

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Entrepreneurship and rural economic development: a scenario analysis approach (2006, background): “) has found that small firms in rural areas suffer from a number of disadvantages, such as distance from key markets, access to finance, and difficulties in linking into an appropriate support structure (see also McAdam et al. , 2004”
Implementing strategically aligned performance measurement in small firms (2007, background): “Unfortunately, there are also recognised skills shortages amongst staff, along with a deficit in management expertise (McAdam, 2000; Curran, 1987; Huang and Brown, 1999) and with highly personalised, authoritarian management styles common (Storey and Sykes, 1996; McAdam et al., 2004).”
Measuring the determinants of relative economic performance of rural areas (2009, background): “Thus, local authorities and other agencies have a key role to play in supporting these enterprises, particularly as many are established by relative newcomers who have few contacts and find it difficult to link into appropriate support structures (McAdam et al., 2004).”
Small businesses in the new creative industries: innovation as a people management challenge (2011, background): “Changes in markets and the competitive strategies of large organisations have increased the pressure on SMEs to focus on innovation, innovation capabilities and innovation management ( McAdam et al. , 2004”