Determining Factors in Innovation of Small Firm Networks: A case of Cross Industry Groups in Japan

Fukugawa, Nobuya

doi:10.1007/s11187-006-0010-2

Cited by 105 publications

(71 citation statements)

References 47 publications

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“…This school of thought identifies businessmen as individuals, or groups of individuals that act, either individually or as part of a corporate system, that create new organizations, or instigate renewal or innovation of an already existing organization (Sharma and Chrisman 1999). On innovate experiments see Govindajaran and Trimble (2006) and on innovation process in small firms, see Fukugawa (2006), HewittDundas (2006), and Scott (2006).…”

Section: Internal Entrepreneurship As a New Organizational Focusingmentioning

confidence: 99%

Job satisfaction and commitment in the entrepreneurial SME

2008

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In the current global corporate climate that surrounds us, firms would do well to encourage the talent and creativity of their employees to achieve success. This is achieved, not by giving priority to individual talent, but by optimizing the collective as a whole and with the firm's activities based on teamwork and joint effort. Heads of organizations might benefit from creating a favorable context for the birth and growth of collective internal cooperation, which is understood to be the collective ability to create and innovate on the part of the team, the firm or the organization. Having contrasted our hypotheses through research on Spanish firms, we have concluded that job satisfaction and commitment to the team are factors that have a direct and positive effect on Internal Entrepreneurship.

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Section: Internal Entrepreneurship As a New Organizational Focusingmentioning

confidence: 99%

Job satisfaction and commitment in the entrepreneurial SME

2008

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“…He concludes that there is no simple, universal optimal network structure as it is contingent on the objectives of the network members. In addressing this issue, researchers employed a contingency or dynamic perspective to identify optimal network structures at various stages of the innovation process (Fukugawa, 2006;Kleinbaum & Tushman, 2007;Pirolo & Presutti, 2010). These results support the argument that weaker ties should be emphasised during the exploration or idea generation phase while strong ties engagement is most appropriate for innovation implementation or exploitation.…”

Section: Rosenbusch Et Al (2011) Challenge the Assumption Held By Thmentioning

confidence: 70%

SME performance: the role of networking, innovation breadth, and business model design

Gronum¹

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Because small and medium-sized enterprises (SMEs) are pivotal to the health and vibrancy of economies, it is crucial for researchers to understand the factors that significantly underlie SME performance. Two of the most widely identified antecedents to SME performance are innovation and networking. However, despite widespread attention, the theoretical and empirical status of the relationships between innovation, networks and SME performance remain uncertain. Some researchers note that claims regarding a direct positive relationship between innovation and networks with performance fail to adequately account for the variables that mediate this relationship.In contrast, while much research has been undertaken into the performance benefits of innovation and networks, the exponential increase in the number of publications heralding the performance benefits of business model design and business model innovation received very scant empirical support, almost non-existent for SMEs. Business model design is seen as a powerful mechanism for unlocking and enhancing the value of business processes, including innovation.Empirical evidence presented in this thesis tangibly supports this assertion and thus creates a more solid foundation for future development of the business model view of the firm.The purpose of this thesis, comprising four studies, is to theorise and research the nature of the relationship between innovation breadth, networks and business model design with SME performance. The central research question of this thesis asks: How do innovation breadth, networks and business model design relate to SME performance?Study One systematically reviews a large sample of SME growth and performance literature to identify and interpret emergent concepts, themes, trends and gaps. Study One backgrounds the three empirical studies that that follow to argue, using Resource-Based Theory, that the resources required for developing competitive advantage are both physical and intangible; of the two, intangible resources have the greatest strategic potential. In other words, the thesis finds that SMEs lacking physical resources could develop more sustainable competitive advantage by relying more heavily on leveraging path dependent, socially complex, and causally ambiguous intangible resources. Social capital and technological competence, associated with networks and innovation, represent highly desired intangible resources. Business model design organises these resources to create value for the customer. Therefore, innovation across the elements of the business model when designing or reconfiguring the SME's business model acts as dynamic capabilities that enhance SME performance.iii The systematic literature review is followed by three empirical studies that use longitudinal and cross-sectional datasets of Australian SMEs. Study Two introduces the concept of innovation breadth, as the number of distinct types of innovation that firms use, or their innovation diversity, and examines the linearity and temporality of its re...

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“…SMEs' requirement for collaborating as complementing factor for internal resources are dominated in academic discussions (Fukugawa, 2006) but business units have a few external relationships in process of innovation (Kaminski & de Oliveira, 2008). Researchers believe that firms' position in collaboration network can influence on their abilities for gaining effective resources.…”

Section: Collaboration Networkmentioning

confidence: 99%

“…In general, intermediary institutions have an important role to support firms, then collaboration with intermediary institutions can lead to more innovation for firms (Zeng et al, 2010). Based on researches which have been conducted in Japanese firms, networking is an essential tool for facilitating innovation and providing access to experts and resources (Fukugawa, 2006). Nieto and Santamaría (2007) explored the relationship between product innovation and collaboration networks and found out that there was a positive relationship between collaboration with suppliers and novelty of product innovation.…”

Section: Collaboration With Intermediary Institutionsmentioning

confidence: 99%

Canonical correlation analysis between collaborative networks and innovation: A case study in information technology companies in province of Tehran, Iran

Nejad¹,

Nejad²,

Sepehri³

2013

10.5267/j.msl

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The increase competitions as well as technological advancements have created motivation among business owners to look for more innovative ideas from outside their organizations. Many enterprises collaborate with other organizations to empower themselves through innovative ideas. These kinds of collaborations can be observed as a concept called Regional Innovation System. These collaborations include inter-firm collaborations, research organizations, intermediary institutions and governmental agencies. The primary objective of this paper is to evaluate relationships between Collaborative Networks and Innovation in information technology business units located in province of Tehran, Iran. The research method utilized for the present study is descriptive-correlation. To evaluate the relationships between independent and dependent variables, canonical correlation analysis (CCA) is used. The results confirm the previous findings regarding the relationship between Collaborative Networks and Innovation. Among various dimensions of Collaboration, Collaboration with governmental agencies had a very small impact on the relationship between collaboration networks and innovation. In addition, the results show that in addition to affecting product innovation and process innovation, collaboration networks also affected management innovation.

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Determining Factors in Innovation of Small Firm Networks: A case of Cross Industry Groups in Japan

Cited by 105 publications

References 47 publications

Job satisfaction and commitment in the entrepreneurial SME

Job satisfaction and commitment in the entrepreneurial SME

SME performance: the role of networking, innovation breadth, and business model design

Canonical correlation analysis between collaborative networks and innovation: A case study in information technology companies in province of Tehran, Iran

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