Characteristics of Innovative Firms in the Brazilian Computer Industry

Rocha, Ângela Sanches; Christensen, Carl Huish; Paim, Newton Amaral

doi:10.1111/1540-5885.720123

Cited by 5 publications

(3 citation statements)

References 22 publications

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“…Control variables – firm size is measured by the number of employees, one of the most common measures (Kimberly, 1976). Firm age is measured by the number of years passed since the firm's foundation (Da Rocha et al , 1990; Heunks, 1998). Market share is calculated as a fraction of the firm's sales to the sales of the total market.…”

Section: Methodsmentioning

confidence: 99%

Organisational innovation in SMEs

Salavou

Baltas

Lioukas

2004

European Journal of Marketing

223

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This study considers determinants of organisational innovation in small to medium‐sized enterprises (SMEs), as expressed by the number of product innovation adoptions. Drawing upon data from 150 manufacturing firms in Greece, the study attempts to identify the importance of strategic orientation and competitive structure. First, strategy‐driven characteristics, such as market orientation and learning, are shown to increase SMEs' innovative performance. Second, competition‐related characteristics, and in particular industry concentration and barriers to entry, appear to have significant effects on SMEs' innovative activity. Overall, the empirical findings suggest that market‐ and learning‐oriented SMEs facing strong competition tend to be more innovative. These results are discussed in the context of Greek SMEs in food, beverages and textile sectors, taking into account the specific conditions prevailing. Apart from providing some new evidence in the important area of SMEs, this study has also important implications for managers and policy makers while revealing considerable scope for further research.

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Section: Methodsmentioning

confidence: 99%

Organisational innovation in SMEs

Salavou

Baltas

Lioukas

2004

European Journal of Marketing

223

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“…The age of the firm is measured by the number of years passed since a firm's establishment (Kimberly, 1976). The size of the firm is measured by the number of employees (Da Rocha et al, 1990;Flatten et al, 2011;Heunks, 1998). Industry sector is operationalized as a dummy variable (software firms = 1; furniture firms = 0).…”

Section: Operationalization Of the Variablesmentioning

confidence: 99%

Effect of networks on product innovation: empirical evidence from Indonesian SMEs

Indarti

Postma²

2013

jim

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Innovative companies generally establish linkages with other actors and access external knowledge in order to benefit from the dynamic effects of interactive processes. Using data from 198 furniture and software firms in Indonesia, this study shows that the quality of interaction (i.e. multiplexity) as indicated by the depth of knowledge absorbed from various external parties and intensity of interaction (i.e., tie intensity) are better predictors of product innovation than the diversity of interaction.

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“…Prior studies on firm innovativeness have focused on the impact of technology adoption (Gil et al 2012), organizational learning capability, managerial capability, R&D investment intensity, and integration of R&D and marketing (Akgün et al 2007;Da Rocha et al 1990;Lefebvre et al 2000;Walsh et al 2002;Ho et al 2005;Chen et al 2007;Hernandez 2006). However, no study has examined firm innovativeness by jointly studying firm innovativeness, supervisor support, employee WLB, individual WLB and organizational provisioning of WLB strategies.…”

Section: Resultsmentioning

confidence: 99%

Impact of Work-Life Balance on Firm Innovativeness: The Different Strategies Used by Male and Female Bosses

Shouman

Vidal-Suñé

Alarcón

2022

Administrative Sciences

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The idea of work–family balance has generated considerable interest for researchers who tried to focus mainly on the increased female engagement in the labor market, the rise in dual-income households, as well as the changing nature of organizations, work and the workplace. While some individuals prefer work-life balance (WLB) strategies that set fair and realistic limits between their professional and personal lives, others prefer initiatives that provide harmony between the different aspects of their lives. By surveying both Lebanese male and female employees, this research explored work-life strategies that can be implemented by men and women leaders to balance their work and non-work activities and promote their roles as leaders. In addition, it aims to explore if those work-life strategies enhance organizational performance by means of increased innovativeness, and research and development. The results reveal that there is no significant relationship between employee WLB and organizational performance, indicating that satisfied employees do not necessarily deliver increased or weakened performance. Our results also reveal that supervisor support is positively related to employee WLB. In addition, the study examines the effects of individual coping WLB strategies and organizational provision of WLB policies on employee affective well-being. The results indicate that Lebanese individuals who have positive attitudes and life coping strategies are more capable of achieving overall well-being.

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Characteristics of Innovative Firms in the Brazilian Computer Industry

Cited by 5 publications

References 22 publications

Organisational innovation in SMEs

Organisational innovation in SMEs

Effect of networks on product innovation: empirical evidence from Indonesian SMEs

Impact of Work-Life Balance on Firm Innovativeness: The Different Strategies Used by Male and Female Bosses

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