Forthcoming in Technovation (https://doi. ABSTRACT Senior manager innovation-orientated attitudes are key drivers of innovation within micro and smaller firms.Despite this, little guidance exists on the initiatives organisations can utilise to induce and strengthen such desirable attitudes. In this paper, we investigate whether innovation vouchers, an increasingly prevalent form of public innovation support that funds short-term collaborative projects to solve innovation problems for micro and smaller firms, influence senior manager innovation-orientated attitudes. We use a treatment effects approach to examine our question, specifically, propensity score nearest neighbour matching on a U.K. dataset of firms that received an innovation voucher between 2012 and 2015, and a control group of those that did not. Overall, we find that innovation vouchers induce small positive changes in senior manager innovation-orientated attitudes, with the largest change observed for senior manager openness to external knowledge, followed by risk tolerance.Overall, we show innovation vouchers strengthen senior manager innovation-orientated attitudes, thus advancing insights into the determinants of innovation-orientated attitudes and the additionality effects of public support programmes. We discuss implications for innovation policy and practice.

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Subjects in a boys' secondary school were asked to participate in an experiment which exposed them to the risk of up to 50% hearing loss. Of 42 Ss, 39 participated voluntarily. Each operated a fake "sound generator" similar to Milgram's "shock generator" and administered to himself a supposed stimulus whose "danger level" was prominently displayed before him. The highest level of stimulus to which each was prepared to go was recorded. Results showed a close similarity with those obtained by Milgram when his Ss were instructed to administer dangerous shocks to others. The correspondence between the results in obedience experiments and Allport's J-curve of institutional conformity is discussed. It is contended that interpretations of experimental obedience as deriving from release of aggression or from the acceptance of malevolent intent as compatible with legitimate authority are inadequate. It is argued that both inside and outside the laboratory authority commonly functions to direct behavior in cases where the immediate and necessary steps to a worthwhile goal are nongratifying, and that experimental Ss concede authority to the E on this basis.