Obstacles to Small Innovative Companies' Development: Case Study of Nizhny Novgorod Region

Butryumova, Nadezhda; Karpycheva, Svetlana; Grisheva, Khristina; Kasyanova, Elena

doi:10.4067/s0718-27242015000400008

Cited by 5 publications

(4 citation statements)

References 20 publications

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“…Innovation can take a wide variety of forms, such as a result of a creative solution by a collaborator, a new way to serve the customer, an alternative of a certain step in the production process, or the modification of an input to the new product. For smaller SMEs, especially the group of micro-companies (i.e., less than 10 employees), this was a key factor, since this category of companies was strongly affected by structural and financial limitations that restricted their ability to innovate [102].…”

Section: Discussionmentioning

confidence: 99%

Open-Innovation Practices: Diversity in Portuguese SMEs

Almeida

2021

Journal of Open Innovation: Technology, Market, and Complexity

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This study aimed to explore the diversity of open-innovation practices that are adopted in Portuguese SMEs considering the outside-in, inside-out, and coupled paradigms. A quantitative study was carried out considering a sample of 187 Portuguese SMEs. The findings revealed that these organizations favored the adoption of the outside-in paradigm. The inside-out model was the least relevant, especially for smaller companies (i.e., small and micro-companies). The most adopted outside-in practices were the integration of external knowledge from suppliers and clients; in the inside-out model, licensing processes were more important; while in the coupled model, joint ventures and network consortiums stood out. The increase in the innovation capacity of these organizations was highlighted as the most relevant benefit, while the lack of resources and difficulties in integrating knowledge emerged as challenges. This study is especially relevant for the establishment of public-support policies that promote the involvement of Portuguese SMEs in open-innovation processes.

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Section: Discussionmentioning

confidence: 99%

Open-Innovation Practices: Diversity in Portuguese SMEs

Almeida

2021

Journal of Open Innovation: Technology, Market, and Complexity

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“…Indeed, to this day, transition economies, in general, rank very low in terms of interpersonal trust (Mironova, 2015). The lack of trust is also applicable to business relations that are leveraged for the purpose of innovation (Butryumova et al , 2015). Thus, when linking social embeddedness to technological innovation, we focus solely on personal relationships or relationships that were developed outside of the regular course of business with people whom the CEOs defined as their friends and relatives This is on the assumption that those individuals will be the most important and trusted sources of information, and that this information conduit translates into enhanced confidence among CEOs to invest in innovative new technologies.…”

Section: Methodsmentioning

confidence: 99%

Technological innovation among internationality active SMEs in the Czech economy

Wadhwa

McCormick

Musteen

2017

EBR

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Purpose This paper aims to examine the impact of human and social capital of CEOs of internationally active small- and medium-sized enterprises (SMEs) in the Czech Republic on their firms’ approach to technological innovation. Design/methodology/approach The study sample was drawn from data collected from the population of Czech manufacturing firms. The final sample included 153 SMEs that met the criteria for inclusion in the study. The authors employed robust regression analysis to test their specific hypotheses. Findings This study found that human capital (in the form of CEOs’ professional background and foreign customer knowledge) and social capital (conceptualized as embeddedness in the international markets) of CEOs in the Czech Republic impacted their firms’ approach to technological innovation. Specifically, firms headed by CEOs with professional background in output functions (R&D and marketing) are more likely to invest in technological innovation. The same was found true for firms led by CEOs who possessed a strong knowledge of international customers and were socially embedded in international markets. Originality/value This study makes a twofold contribution to the extant literature. First, it develops and tests the theoretical link between human and social capital and technological innovation among internationally active firms. Second, it highlights factors that positively influence technological innovation in the context of a small Central European economy, a setting that has been generally viewed as unfavorable to such innovation.

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“…Another challenge is that the values and characteristics of the owner/founder may not be enough to drive the sustainability transformation alone. It may be necessary to build partnerships and collaborations with other stakeholders (Butryumova et al, 2015;Rodríguez-Espíndola et al, 2022), such as suppliers, customers, and government agencies, to achieve sustainable practices at a larger scale. Finally, the challenge of resources and access to information and technology can also hinder the implementation of sustainable practices in the existence stage (Goddard et al, 2016).…”

Section: Resultsmentioning

confidence: 99%

“…Implementing sustainable business practices may require significant investments in technology, employee training, and other resources, which can be a challenge for small businesses with limited resources. Another challenge is the lack of expertise and knowledge of sustainable business practices within the organization (Butryumova et al, 2015;Sharma et al, 2021). SMEs may not have dedicated sustainability departments or personnel, and the responsibility of sustainability may fall on individuals who do not have the necessary knowledge and experience to implement and manage sustainability practices effectively.…”

Section: Resultsmentioning

confidence: 99%

THE EXISTENCE AND SURVIVAL STAGE IN SMEs SUSTAINABILITY TRANSFORMATION

Yolanda

Famiola

2023

JoM SME's

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The purpose of this study is to explore SMEs’ proactive approach towards sustainability transformation, especially in the existence and the survival stage, what are the challenges and opportunities that come with each stage of a company's existence can help SMEs plan for their sustainability transformation in a way that is appropriate for their current stage of development. The interpretivism paradigm is used in this study. This research involves collecting qualitative data through the interview method. Cross-sectional data were collected from 10 Indonesian SMEs which implemented sustainable business practices through convenience sampling and snowball sampling. Based on the interview, it was generally analyzed the data through initial coding, axial coding, selective coding, and lastly, using the results proposition to make new conclusions and recommendations for the study. The case studies discussed in this research provide insights into the sustainability transformation of SMEs at different stages of development, from existence to survival. The cases illustrate various challenges, opportunities, and approaches that SMEs can use to integrate sustainable practices into their operations. There are several limitations including a limited scope, level of depth, generalizability, reliance on self-report by SMEs, and time-bond. But despite the limitations of these studies, this research provides insights that can help to inform future research on sustainable entrepreneurship, social innovation, and corporate social responsibility. Keywords: Sustainable Business Practices; Sustainability Transformation; SMEs; Growth Stage Model

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Obstacles to Small Innovative Companies' Development: Case Study of Nizhny Novgorod Region

Cited by 5 publications

References 20 publications

Open-Innovation Practices: Diversity in Portuguese SMEs

Open-Innovation Practices: Diversity in Portuguese SMEs

Technological innovation among internationality active SMEs in the Czech economy

THE EXISTENCE AND SURVIVAL STAGE IN SMEs SUSTAINABILITY TRANSFORMATION

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