1,720,994 research outputs found
Innovation commercialisation and anticipated return: a typology of innovative SMEs
No full textThis study presents a typology of innovative small to medium size enterprises (SMEs) based on their anticipated returns to an investment in the commercialisation of an innovation. A large multi-country sample was surveyed in relation to the process of commercialisation. A discriminant analysis identified four distinct groups based on their anticipated returns from the innovation, and how systematic they were in their process of commercialisation. The findings suggest that differences exist between firms in relation to age, size, R&D intensity, preference for project financing, treatment of intellectual property and the novelty of the innovation. Younger firms were more likely to have higher anticipated innovation returns, but a less systematic commercialisation processes. Adolescent firms were more systematic and more optimistic over returns. However, as firms matured and increased in size their commercialisation process became more systematic, but their anticipated returns more subdued. Older firms were both unsystematic and anticipating low returns
The determinants of innovation rent
No full textThis study investigates the relationship between key organizational elements (inputs, knowledge management, innovation strategy, portfolio management, project management, and commercialization), business planning and the innovation rent. In order to deepen the understanding of innovation management in small and medium-sized enterprises
(SMEs), a strategic comprehensive perspective on innovation is adopted in examining both high and low-tech enterprises from various industries. This study provides new evidence and insights for researchers and practitioners. The empirical results from 522 SMEs show that knowledge management, innovation strategy, business planning,
portfolio management, project management and commercialization, have a positive, significant relationship with RENT. Conversely, inputs or resource endowment is not perceived a barrier to innovation and the development of a competitive advantag
SME owner-managers’ anticipated returns to commercialisation: the influence of organisational factors
No full textDrawing on a sample of SMEs from selected OECD countries, we aim to shed some lights on owner-managers’ anticipated returns and to answer three general research questions, namely; (1) What effects do organisational factors have on owner-managers’ anticipated sales from an innovation? (2) What effects do organisational factors have on owner-managers’ anticipated margins from an innovation? And (3) What effects do organisational factors have on owner-managers’ anticipated length of the returns obtained from an innovation
Anticipated innovation rent profiles: new insights into a SME typology
No full textThis article investigates the innovation commercialisation practices and the anticipated
innovation returns profiles of small and medium- sized enterprises (SMES). Employing a
typology of 525 SMEs within 10 OECD countries, our findings reveal that, on the one hand,
market assessment is perceived to the key driver of the sales volume of short life-cycle
innovations. Systematic commercialisation management is found to determine the sales
volume and the length of long life-cycle innovations. Firm characteristics such as firm age
and the R&D intensity also impose some effects in distinguishing SMEs’ anticipated rent
profiles and orientation in innovation commercialisation. On the other hand, business
strategies and resources endowments are not found to determine these SMEs’ potential
innovation return
Owner-managers' rent-seeking in innovation commercialisation: new insights into a small business typology
No full textUnpacking the entrepreneurial process : A step-by-step guide to a successful venture in the entertainment industry
No full textUnpacking the Entrepreneurial Process: A Step-by-Step Guide to a Successful Venture in the Entertainment Industry introduces a step-by-step guide to either students, entrepreneurs and intrapreneurs to fully understand the necessary steps to both unleash their entrepreneurial capabilities and to foster the development of new ones.\u
Predicting anticipated rent from innovation commercialisation in SMEs
No full textPurposeThe purpose of this paper is to examine the relationship between the expectations that small business entrepreneurs hold in relation to the future returns from the commercialisation of innovations, and key organisational elements including inputs, knowledge, culture, strategy, portfolio, project management and commercialisation. More specifically, this research aims to deepen the knowledge of how small- and medium-sized enterprises (SMEs) manage their innovation and identify critical factors determining the potential innovation outcomes.Design/methodology/approachThis study draws on a large sample of innovative SMEs from multiple Organisation for Economic Co-Operation and Development countries. Data were collected using a questionnaire administered face-to-face with owners-managers or executives of SMEs who made critical decisions for the innovation management of the firm. First, a factor analysis is conducted to identify the most appropriate measures for each variable. Second, the authors test for multicollinearity among independent variables. The final step integrates results from the general linear model analysis that measures the relationship between organisational factors and the anticipated returns.FindingsFindings suggest that positive expectations over future investment in innovation – as measured by the anticipated rent – are influenced by organisational factors, including innovation strategy, portfolio management, project management, and organisational culture and commercialisation process. Conversely, the resource endowment is not perceived as a barrier to innovation and to the development of a competitive advantage. In addition, industrial knowledge management has an indirect effect on the anticipated returns.Originality/valueDespite extensive research in innovation management, the role of organisational factors on anticipated returns in SMEs has not been investigated to date. The study provides researchers with new insights into the resource-based view and the theory of entrepreneurial rent from the perspective of innovation management. The findings offer guidance to managers as to potential success factors in enhancing the rent, but also reflect entrepreneurial optimism in the management of innovation
Global outsourcing, production and logistics
No full textSupply chains are the core of most industrial networks in which your business operates. They provide the pipeline through which the products and services flow from supplier to customer across each element within the business activity system. Global supply chain relationships have become the basis for many industries with an international network of firms engaged in the supply of goods and services that must be produced to quality standards in one country and delivered just-in-time for assembly or integration into further production processes in another country, frequently many thousands of miles apart. This topic examines the nature of supply chain management and their role in strategic networking.\ud
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The previous learning tasks have focused on having the correct internal mechanism to effectively manage the inputs and outputs of the organisation by implementing an effective and transparent management system. This learning task takes a look at how management intent strategy and innovation are used to measure the external factors that influence the overall performance of the organisation and develop new strategies by understanding the business cycle and the people within your market environment
Organisational factors, anticipated rents and commercialisation in SMEs
Full text linkThe study investigates the relationship between organisational factors and the anticipated returns to the commercialisation of an innovation within small to medium enterprises (SMEs). Using a large multi-country sample, the analysis involved a structural equation model of seven organisational factors associated with the management of innovation, and their relationship with the anticipated volume of sales, profitability and lifecycle of the innovation. Significant relationships were found between the possession of an innovation strategy and formal commercialisation management, and optimism over sales volumes and lifecycle. The study provides new insights into the resource-based view and theory of entrepreneurial rents, strengthening SME owner-managers’ assessment on future investments in innovation and how to utilise their best capabilities. Policy makers also gain more insights into the commercialisation process within SMEs to foster the innovation orientation in both high and low tech sectors
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