Geographical and cognitive proximity effects on innovation performance in SMEs: a way through knowledge acquisition

Molina‐Morales, F. Xavier; Villaverde, Pedro Manuel García; Parra‐Requena, Gloria

doi:10.1007/s11365-011-0214-z

Cited by 94 publications

(79 citation statements)

References 64 publications

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“…Firms can benefit from agglomeration economies and enhance their competitive advantages through easier access to knowledge flows generated by firms, public and private research centres and training institutes. (Camagni 1991;Audretsch and Feldman 1996;Russo 2002;Cooke et al 2004;Acosta et al 2011;Molina-Morales et al 2014).…”

Section: Econometric Analysismentioning

confidence: 99%

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High-growth firms: does location matter?

2016

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The challenge for economies lies in boosting employment growth, not just by fostering entrepreneurship, but also by improving the growth potential of existing firms. Consequently, many studies have focused on assessing the dynamism of firms, and especially the capacity of high-growth firms (HGFs) to generate employment. This study aimed to identify HGFs in Spain during two periods, 2003-2006 and 2007-2010 and to analyse their characteristics and territorial distribution during the initial years of the economic crisis. Accordingly, a key area of inquiry of the study was the influence of agglomeration (in metropolitan areas, industrial districts and technological districts) on the locations of HGFs. To analyse the influence of location on the probability of firms being HGFs, a logit model was estimated. The main results supported the study's hypotheses that technological districts and large urban areas are significantly associated with the probability of firms being HGFs, because firms profit from comparative locational advantages offered by these areas. The importance of HGFs requires special emphasis in relation to Spain's context of economic crisis and high unemployment levels because of their significant contribution to employment generation.

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Section: Econometric Analysismentioning

confidence: 99%

“…Knowledge production by these agents represents the critical mass required to promote R&D projects (Camagni 1991;Audretsch and Feldman 1996;Russo 2002;Cooke et al 2004;Acosta et al 2011;Molina-Morales et al 2014). Location within high-tech areas can, therefore, be considered an influential factor in the development of HGFs.…”

Section: Introductionmentioning

confidence: 99%

High-growth firms: does location matter?

2016

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“…Pitra (2006) states that innovation is the result of employees' creativity in an organisation and must be always targeted at customers and bring added value. It is therefore necessary to realise that the inventive part is based on people's knowledge, skills and experience (Molina-Morales, Garcia-Villaverde & Parra-Requena, 2011). The human factor is an indispensable element in the process of innovation.…”

Section: Theoretical Background Of the Workmentioning

confidence: 99%

“…The present concept of innovations is that they represent an open approach that reaches beyond the threshold of an organisation and thus exploits not only inspections and changes in the internal environment, but also changes in the external environment. The internal environment of an organisation needs to have a suitably preset innovative culture, since this type of culture is characterised by the transience of organisational structures, utilisation of specialists and temporary teams, mobile offices, the necessity of speedy and flexible changes responding to new opportunities, which increases      the innovative potential of such organisations (Molina-Morales et al (2011)). There is no place for standardisation; each project is unique.…”

Section: Theoretical Background Of the Workmentioning

confidence: 99%

Competitive Advantage Achievement through Innovation and Knowledge

Urbancová¹

2013

JOC

268

120

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In today's highly competitive environment the goal of each organisation is to defeat competition and win new customers. Individuals who are holders of knowledge represent a tool for the generation of innovations. Thanks to their personal creativity, their knowledge, skills and abilities it is possible to generate new innovative ideas that will help organisations to achieve a competitive advantage. The aim of the article is to present the findings of a survey targeted at innovations and to identify knowledge as an important element in the process of innovations. Primary data were obtained through a questionnaire survey carried out in organisations in the Czech Republic and evaluated using the tools of descriptive statistics and also the methods of comparison, induction, deduction and synthesis were applied. One of the conclusions of the article is that organisations find it important to innovate and support an innovative culture. Knowledge too is very significant in the innovation process since it represents not only important input, but also output of the transformation process.

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“…AUDRETSCH and FELDMAN, 1996;GERTLER, 2003) to identify social, organizational, cognitive and institutional proximities as additional crucial factors affecting knowledge sharing between firms and innovation performance (also TORRE and GILLY, 2000). Since Boschma's paper, numerous studies have tried to distinguish the influence of different proximity types on the behaviour of firms (BALLAND, 2012;FLEMING et al, 2007;MOLINA-MORALES et al, 2014), This study has one main practical implication, as it sheds light on the need for executives and administrators to consider both competitive interdependence and spatial proximity in the selection of the 'right' partners for exchange. For example, when attempting to integrate and coordinate with other hospital providers, managers should preferably look for geographically proximal hospitals that are not too similar in their resource dependence profiles (i.e.…”

mentioning

confidence: 99%

Don’t stand so close to me: competitive pressures, proximity and inter-organizational collaboration

2016

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This paper investigates how geographical proximity moderates the nonmonotonic relation between niche overlap and the propensity of organizations to collaborate. The main prediction is that the strength of this relation is different for organizations with low versus high levels of geographical proximity. Proposed hypotheses are tested by using data collected within a community of hospital organizations serving more than five million residents in one of the largest Italian geographical regions. After controlling for internal resource complementarities and differences in organizational forms, behavioural orientations and institutional constraints among hospitals, this paper finds strong empirical support to the research hypotheses.

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Geographical and cognitive proximity effects on innovation performance in SMEs: a way through knowledge acquisition

Cited by 94 publications

References 64 publications

High-growth firms: does location matter?

High-growth firms: does location matter?

Competitive Advantage Achievement through Innovation and Knowledge

Don’t stand so close to me: competitive pressures, proximity and inter-organizational collaboration

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