Innovation by Collaboration between Startups and SMEs in Switzerland

Mercandetti, Fabio; Larbig, Christine; Tuozzo, Vincenzo; Steiner, Thomas

doi:10.22215/timreview/1125

Cited by 33 publications

(14 citation statements)

References 11 publications

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“…This is an improvement in R of 0.14 compared to the correlation with density of all workers. We find this result reasonable as there is substantial literature regarding the relationship between innovation and collaboration [34][35][36][37][38][39][40]. This literature asserts that the number of innovations produced increases with collaborations between groups of individuals up to a point of diminishing returns.…”

Section: Rates Of Patent Production and Msa Workforce Socialnesssupporting

confidence: 80%

Innovations and Economic Output Scale with Social Interactions in the Workforce

2021

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The COVID-19 pandemic of 2020 fundamentally changed the way we interact with and engage in commerce. Social distancing and stay-at-home orders leave businesses and cities wondering how future economic activity moves forward. The reduction in face-to-face interactions creates an impetus to understand how social interactivity influences economic efficiency and rates of innovation. Here, we create a measure of the degree to which a workforce engages in social interactions, analyzing its relationships to economic innovation and efficiency. We do this by decomposing U.S. occupations into individual work activities, determining which of those activities are associated with face-to-face interactions. We then re-aggregate the labor forces of U.S. metropolitan statistical areas (MSA) into a metric of urban social interactiveness. Using a novel measure of urbanized area, we then calculate each MSA’s density of social work activities. We find that our metric of urban socialness is positively correlated with a city’s per worker patent production. Furthermore, we use our set of social work activities to reaggregate the workforces of U.S. industries into a metric of industry social interactivness, finding that this measure scales superlinearly with an industry’s per worker GDP. Together, the results suggest that social interaction among workers is an important driver of both a city’s rate of invention and an industry’s economic efficiency. Finally, we briefly highlight analogies between cities and stars and discuss their potential to guide further research, vis-à-vis the density of social interactions “igniting” a city or industry.

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Section: Rates Of Patent Production and Msa Workforce Socialnesssupporting

confidence: 80%

Innovations and Economic Output Scale with Social Interactions in the Workforce

2021

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“…Desse modo, ao prosseguir com uma abordagem de inovação aberta por cooperação e parcerias organizacionais, as startups ficam sujeitas a diversos benefícios potenciais, como: redução do tempo de colocação de novos produtos no mercado, redução dos custos e riscos, e melhoria no acesso a conhecimentos específicos (Mercandetti, Larbig, Tuozzo, & Steiner, 2017). Além disso, a cooperação organizacional é um importante catalisador para a inovação, principalmente quando a parceria enfatiza e é orientada a troca de conhecimentos e capacidades organizacionais (Alberti, & Pizzurno, 2017).…”

Section: Tipologias De Estratégias Para Inovação Autorunclassified

Estratégias de Inovação: Uma Análise em Startups de Tecnologia da Informação

Rocha

Olave

Moreno

2020

REGEPE Entrep. Small Bus. J.

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Objetivo: Analisar as principais estratégias para inovação, utilizadas por startups de tecnologia da informação.Metodologia: Foi desenvolvido um estudo exploratório qualitativo, com as evidências interpretadas a partir da técnica de análise de conteúdo. A coleta de dados ocorreu por meio de um roteiro de entrevista semiestruturado aplicado a quatro gerentes (fundadores) de startups de tecnologia da informação, domiciliadas nos estados de Sergipe, Maranhão e Ceará.Principais resultados: As principais práticas de fomento à inovação aberta identificadas foram as parcerias com clientes e organizações; e a estratégia menos encontrada foi a internacionalização.Contribuições teóricas/metodológicas: Este estudo contribui com a literatura sobre o assunto, confirmando, por meio de evidências empíricas, que as práticas de inovação aberta, adotadas por startups de tecnologia da informação, são, prioritariamente, as parcerias, que seguem uma implementação informal, por meio dos conhecimentos e das habilidades oferecidos pelas partes envolvidas, para suprir deficiências operacionais e obter aprendizado específico. Outra relevante constatação foi que a não colaboração com atores institucionais favorece a implementação de inovações incrementais.Relevância/Originalidade: As startups de tecnologia da informação são negócios reconhecidamente ativos na inserção de inovações no mercado. Contudo, estudos sobre as estratégias de inovação, nesse tipo de negócio, ainda são escassos, e conhecer a natureza e as formas de implementação dessas estratégias é pertinente, uma vez que pode fomentar resultados melhores em inovação.

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“…In contrast to the approach assumed by large companies, both startups and SMEs have stated that customer needs are the primary motive for seeking partners. For this, start-ups and SMEs can combine know-how, core competences, and complementary resources (Mercandetti, Larbig, Tuozzo, & Steiner 2017). Examples of customer management practices include databases, customer satisfaction surveys, and studies on customer loyalty (Atkinson et al, 2011;Busco et al, 2017;Magdaleno et al, 2017;Sandelin, 2008;Sandino, 2007).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Combining Categories of Management Control Tools for High Performance of Start-ups

Carraro

Meneses

Brito

2019

RBGN

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Purpose-This study aims is to examine possible combinations of management control tools that are likely to lead to high performance in start-ups. Design/methodology/approach-Personal interviews were conducted with entrepreneurs from 45 start-ups established in Technology Parks of University Centers in Portugal. Based on practices from different categories of organizational analysis, it was used the fuzzy Qualitative Comparative Analysis (fsQCA) methodology. Findings-To achieve high performance, management controls are required for Clients, Strategy, Information Systems, Performance, Risks and Budget. The Client and Budget categories presented the greatest consistency in meeting the proposed condition. In addition, the results generated two combinations of conditions for the high performance of net income. Originality/value-The combination of different management control practices contributes to the success of the business, especially when it relates to the organization's strategic practices. The use of management control tools becomes a priority for companies that wish to cope with the challenges raised by corporate uncertainties, especially in start-up companies, ensuring the sustainable growth of these businesses.

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Innovation by Collaboration between Startups and SMEs in Switzerland

Cited by 33 publications

References 11 publications

Innovations and Economic Output Scale with Social Interactions in the Workforce

Innovations and Economic Output Scale with Social Interactions in the Workforce

Estratégias de Inovação: Uma Análise em Startups de Tecnologia da Informação

Combining Categories of Management Control Tools for High Performance of Start-ups

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