Findings regarding the direction and intensity of the relation between size and innovation in the literature are contradictory. In the journal Organization Studies in 1992, Damanpour proposed a meta-analytical study in an attempt to clarify the diversity of existing conclusions. The present article is a replica and an extension of that study using the same methodology. Our aim is to (1) bring the pool of accumulated knowledge up to date, examining the time span 1970–2001, and (2) review in greater depth the effects of alternative ways of measuring organizational size. The sample used was made up of 87 correlations drawn from 53 empirical studies published in the most important journals on business administration. The analysis enabled us to confirm the existence of a significant and positive correlation between size and innovation. It also provided evidence showing that the contradictory results obtained in previous studies are due to divergences in the methods used to operationalize one, or more, of the variables to be analysed. The main contribution made by our work stems from the fact that the empirical analysis performs a more thorough breakdown of the definitions of the size variable used in the literature. This may well be a first step toward justifying the differences in the results of the primary studies that analyse the relation under examination.

The extant literature has reported mixed results on the relationship between Quality Management (QM) practices and innovation performance. Most of the studies carried out to date have proposed a direct relationship between QM and innovation, while neglecting the potential variables that may influence this relationship. In order to advance in this line of research, this paper develops a model of relationships between QM, understood as a multidimensional construct (hard QM and soft QM), and innovation performance (product and process innovation), which examines the mediator role of employee proactive behaviour in these relationships. The proposed model is examined using empirical data from ISO 9001 certified firms in high technology manufacturing and service sectors. The findings from structural equation modelling show the direct influence of the hard QM dimension on product and process innovation, while the effects of the soft QM dimension are channelled via proactive behaviour. The conclusions of the present study highlight the facilitating role of QM practices and proactivity for innovation.

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Numerous studies highlight the advantages of accessing knowledge from outside the firm as a means of enhancing the firm's innovation efforts. However, access to external knowledge is not without organisational problems, including rejection of external knowledge by firm members or difficulties in applying such knowledge to the firm's operations. Based on the knowledge management literature, this paper analyses the conditions within the firm that favour external knowledge acquisition, and focuses on internal transfer as a key variable for the successful integration of external knowledge in the innovation process. Our results demonstrate that internal knowledge transfer intensifies the influence of external knowledge acquisition on innovation output. Specifically, achieving an environment within the firm that favours knowledge integration into the innovation process depends to a large extent on the willingness of knowledge users to share and assimilate knowledge, and on the existence of formal mechanisms such as coordination and communication.