Quadruple helix, SMEs, Innovation, Entrepreneurship, Medium-sized cities, Policy design,

An exploration of the fit or space between CSR and innovation is presented, based on the RESPONSE project, a 15-month study which involved 60 SMEs throughout Europe. The main practical output of the project was the Social Innovation model, yet a conceptual understanding of CSR and innovation is best advanced through the three hypotheses that constitute the conclusions of the project: H1) The diffusion of CSR should be modelled on the diffusion of innovation; H2) CSR implementation and innovation can be configured to form a virtuous circle; and H3) There is a maturity path towards true integration of CSR and innovation. These three hypotheses inform, respectively, on the background, results and development of the project. H1 is framed within the context of the original European Commission call and proposal; H2 ties in with the Social Innovation model; and H3 is discussed in the light of a short case involving a high-performing SME. Since the hypotheses were the result of the project, we do not attempt to prove them here, but discuss their significance, with the idea that further research and community development will fully evaluate their accuracy.

Purpose -The purpose of this paper is to present the authors' approach to managerial experiential learning, sustainable executive performance (SEP) and attempt to situate the concept within the business, societal, and managerial development context. SEP focuses on whole person mastery, particularly physiological and physiological-psychological elements which are largely ignored in management education. Design/methodology/approach -The narrative is based on several custom and executive MBA program implementations over the past 18 months within a leading global business school. In total, SEP has been delivered to over 500 senior managers in leading multinational companies. Such program experiences are backed up by the relevant literature in the field and wider executive education experiences over the past ten years. Findings -The authors present SEP in the form of the experiential action learning cycle employed during its delivery. The stages of awareness, legitimacy and action provide insight to the evolution, supporting literature and content of the program. Originality/value -Although the core content of the SEP program builds on existing work, the authors believe the trans-disciplinary and integrative approach taken to be highly unique in management education on a global scale.

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PurposeWithin the Mondragón Valley – an industrial heartland in the Basque Country, in the North of Spain – there has been a growing need for a practical model of the new product development (NPD) process which fulfils a variety of needs, notably the integration of strategy and technology considerations.Design/methodology/approachThe paper is based on a review of the state of the art in the NPD field, focusing on the use and limitations of both established and newer models for guiding product development. This is combined with the experiences of managing real NPD projects for companies in the Mondragón Corporación Cooperativa over the past several years.FindingsThe paper presents the Ikerlan new product creation (NPC) model, designed primarily in response to area needs, which attempts to combine the most useful aspects of existing NPD models.Research limitations/implicationsIn the first instance, the model is created for use by companies in the Mondragón Valley – therefore it may not be possible to generalise findings, yet the paper may be instructive in showcasing the real industrial innovation needs of a European region. The model evolved from several notable works in the NPD community which may address these limitations in part.Practical implicationsThe model may be used as a basic guide for aspects including NPD outsourcing, idea generation and, ultimately, reducing time to market. This is specifically tailored to companies in the Mondragón Valley. However, depending on the operating context certain aspects may be transferable to other European areas.Originality/valueThe paper details the industrial context, introducing the Mondragón cooperative – the largest industrial cooperative in the world with over 100 companies in seven industrial sectors – the academic context, discussing state of the art in NPD processes and models, and concludes with short industrial cases which show the potential use of the developed model. As such, insight is presented into a European area with a tradition of innovation, together with some of the challenges it faces in the years ahead. A new NPD model, combining the most useful aspects of existing models may also be of use to certain members of the academic and industrial communities.