Exploring innovating cultures in small and medium-sized enterprises: Findings from Central Switzerland

Abstract

To date, knowledge about innovating culture in small and medium-sized enterprises (SMEs) remains a puzzle. In literature, entrepreneurship studies focus primarily on the entrepreneur or founder in start-ups. Most other SME innovation studies deliver a fragmented picture as they investigate singular aspects of innovating culture. Therefore, studies exploring the role of culture in SME innovation holistically are rare. This article presents the findings from a longitudinal study exploring innovating cultures in SMEs. The study applied an explorative research design based upon semi-structured and narrative interviews with those responsible for innovation management in 85 Central Swiss SMEs. From this data, four different SME innovation profiles representing clearly discernible innovating cultures were developed. The findings provide in-depth insights into SME innovation reality, thereby enhancing the understanding of the role of culture in SME innovation and providing a framework for improving innovation management.

Innovativeness of social economy entities in Poland. An empirical study from the perspective of Positive Organizational Scholarship

“…Innovations have ceased to be the domain of exceptionally creative, talented or industrious people; every employee may create them by improving even minor aspects of their work. This leads to the conclusion that the key competence of an organization strengthening its innovativeness is the climate for innovation, that is, the conditions in which employees want to and get involved in such activities (Ekvall, 1996;Lewicka, 2010Lewicka, , 2013Naranjo-Valencia, Jimenez-Jimenez, & Sanz-Valle, 2011;Wolf, Kaudela-Baum, & Meissner, 2012). Innovations are created by people, and the process of creating them is conditioned by interactions and social processes occurring within employee teams (Agrell & Gustafson, 1996;Drah-Zahavy & Somech, 2013;Van Offenbeek & Koopman, 1996).…”

How positive relationships at work stimulate the innovation orientation of social enterprises and for-profit organizations

“…In order to innovate, organizations need to create such organizational climate that supports the employee's creativity and openness to change [Burke and Litwin 1992;Woodman, et al 1993;Ekvall 1996;Isaksen et al 2000Isaksen et al -2001Naranjo-Valencia et al 2011;Wolf et al 2012;Lewicka 2012]. The review of the literature shows several approaches to specify and explain the dimensions of the organizational climate strengthening the innovation-orientation of organizations [Amabile et al 1996;Ekvall 1996, pp.…”

Specific aspects of strategic entrepreneurship in family companies and non-family companies

“…The last profile that was studied, refers to resistance to innovation, this model is recorded in a single observed family business and there is present resistance to any change and innovation is not being invested in at all (Wolf et al, 2011).…”