A methodological framework for innovation transfer to SMEs

Caputo, Antonio Casimiro; Cucchiella, Frederica; Fratocchi, Luciano; Pelagagge, Pacifico M.; Scacchia, Federica

doi:10.1108/02635570210428302

Cited by 63 publications

(62 citation statements)

References 21 publications

(16 reference statements)

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“…SMEs can be defi ned as enterprises with less than 250 employees and a yearly turnover of less than £ 40m. 33 The results in Table 2 also show the number of employees of respondents and their experiences towards internationalised EC. Overall, the sample of respondents seems to represent Taiwanese SMEs ' organisational size and around 60 per cent of these SMEs have experiences in conducting IM.…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

Factors that impact on the perceived benefits of internet international marketing in Taiwanese SMEs

Hsu¹,

Chou²,

Hsu

2008

J Target Meas Anal Mark

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. Her research areas include enterprise resource planning (ERP), supply chain management (SCM) and electronic commerce (EC). Tzu-Chuan Chouis an assistant professor in the Department of Information Management at National Taiwan University of Science and Technology, Taiwan. He received his PhD from the Warwick Business School, University of Warwick, UK, in 1999. His research focuses on four main areas: IT management, e-government, knowledge management and resource planning systems. Tsuen-Ho Hsuis a professor in the Department of Marketing and Distribution Management, National Kaohsiung First University of Science and Technology, Taiwan. He completed his PhD at the Department of Transportation Management, National Cheng Kung University, Taiwan. His current research interests include fuzzy multiple criteria decision making, consumer behaviour and strategy management. He has received a number of awards from the Chinese Management Association, Taiwan. Keywords internet international marketing (IIM) , perceived benefi t , global mindset , EC capabilityAbstract Effective management of small or medium-sized enterprises ' (SMEs) internet international marketing (IIM) has become a topic of great interest and has been studied extensively by SME researchers. Yet, there is little research that attempts to explain the perceived benefi ts of IIM, which is considered a critical factor in encouraging SMEs to or blocking them from adopting and using IIM. To address this gap, this paper proposes a theoretical model to examine the SMEs ' perceived benefi ts of IIM in terms of the extent of their global mindsets, electronic commerce (EC) capabilities, organisational marketing contexts and IT capabilities. Empirical testing of the model is based on a sample of 82 SMEs from the Taiwanese manufacturing industry. The results show that six of the eight hypothesised relationships are supported by empirical data. The implications of the fi ndings for the management of SME IIM are discussed.

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Section: Data Analysis and Resultsmentioning

confidence: 99%

Factors that impact on the perceived benefits of internet international marketing in Taiwanese SMEs

Hsu¹,

Chou²,

Hsu

2008

J Target Meas Anal Mark

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“…Organizational skills relate to the organization structure and management style (Caputo et al 2002), available resources (Bozeman 2000;Caputo et al 2002), (Bozeman 2000;Albors et al 2005) and motivation to transfer (De Long and Fahey 2000;Canestrino 2009;Argote 1999;Cummings and Teng 2003) and the absorptive capacity 1 (Bozeman 2000;Mowery et al 1996;Amesse and Cohendet 2001;Argote et al 2003;Albors et al 2005;Cummings and Teng 2003;Argote 1999;Canestrino 2009;Cohen and Levinthal 1990). Finally, it is necessary an open organizational culture, for example with respect to learning processes 2 (Argote et al 2003;Cummings and Teng 2003;De Long and Fahey 2000;Canestrino 2009;Cohen and Levinthal 1990) and processes of knowledge management (De Long and Fahey 2000;Caputo et al 2002).…”

Section: Actors Properties and Characteristicsmentioning

confidence: 97%

“…In the first category, we have suppliers, customers, firms in other sectors and in some cases competitors (Howells 1996;Amesse and Cohendet 2001), in the second research laboratories, public and private research centres, academic and research institutions structures (Kingsley et al 1996;Autio et al 1996;Caputo et al 2002;Bozeman 2000;Howells 1996;Reisman 2005), in the third type organizations such as professionals and consulting firms (Amesse and Cohendet 2001;Argote 1999;Albors et al 2005;Reisman 2005). The transfer can happen between similar actors or different actors, where for example a large part of the literature on TT works on the relationship between universities and industries.…”

Section: Sources and Recipientsmentioning

confidence: 99%

“…This requires possessing adequate technological, organizational and cultural skills. Technological capabilities concern the technical capacity (Autio et al 1996;Mowery et al 1996) refer to possession of specific technology skills, the level of R&D, the ability to manage complex technical systems and the flexibility (Caputo et al 2002;Bozeman 2000) to cope with and adapt to the specific needs of the recipient, the advanced ability to design (and engineering) (Autio et al 1996).…”

Section: Actors Properties and Characteristicsmentioning

confidence: 99%

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Inter-organisational technology/knowledge transfer: a framework from critical literature review

2015

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This paper aims to provide, through a literature analysis, a solid theoretical foundation that allows identifying the critical factors for technology/knowledge transfer. The literature review allowed to summarize the main contributions collected, to identify the main critical factors for technology/knowledge transfer and to frame them in a simple framework, carrying out a rationalization and classification. We built a reference framework, called “model of technology/knowledge transfer”. The proposed structure considers six categories related to the actors involved (sources, recipients and intermediaries), the relationship between them, the object of the transfer, the channels and mechanisms and the reference context. The factors represent all the main parameters and levers to consider in the design and implementation of an activity of technology/knowledge transfer. This can direct also future research by deepening these factors or the relationship among them

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“…Compared with large firms, SMEs often lack a sophisticated resource base, including financial capital, to invest in research and development and recruit talented engineers, who are crucial to successful innovation (Caputo et al, 2002). They can compensate for this lack of resources by initiating and exploiting connections with external sources of knowledge (Chesbrough, 2003).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

University–Industry Collaboration in Turkish SMEs

Temel¹,

Scholten²,

Akdeniz³

et al. 2013

The International Journal of Entrepreneurship and Innovation

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University–industry collaboration and innovation are popular topics in emerging countries. Although the main premise is that such collaboration and innovation increase firm performance, the empirical evidence is inconclusive. Drawing on a sample of 79 Turkish small and medium-sized enterprises (SMEs), the authors find negative direct effects of innovation-based strategy and university collaboration on the profit growth of firms. However, where there is fierce market competition, they find that an innovation-based strategy increases profit growth and that collaboration with universities needs to exceed a certain level before the benefits are manifested in profit growth. These results contribute to the debate on the role of innovation and university collaboration in the profit growth of SMEs in emerging countries. For managers, the implications are that an innovation-based strategy is important in competitive markets in emerging countries, and that university collaboration needs to be taken more seriously and must involve higher levels of effort and commitment if benefits are to emerge; otherwise, companies may decide against working with universities.

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A methodological framework for innovation transfer to SMEs

Abstract: Networked architecture, which contributes to interaction of the different involved actors in order to increase transfer's success chances..

Cited by 63 publications

References 21 publications

Factors that impact on the perceived benefits of internet international marketing in Taiwanese SMEs

Factors that impact on the perceived benefits of internet international marketing in Taiwanese SMEs

Inter-organisational technology/knowledge transfer: a framework from critical literature review

University–Industry Collaboration in Turkish SMEs

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