How Innovative are UK Firms? Evidence from the Fourth UK Community Innovation Survey on Synergies between Technological and Organizational Innovations

Abstract

Using data from the Fourth UK Community Innovation Survey this paper explores the diffusion of a range of innovative activities (encompassing process, product, machinery, marketing, organization, management and strategic innovations) across 16,383 British companies in 2004. Building upon a simple theoretical model it is shown that the use of each innovation is correlated with the use of all other innovations. It is shown that the range of innovations can be summarized by two multi-innovation factors, labelled here 'organizational' and 'technological', that are complements but not substitutes for each other. Three clusters of firms are identified where intensity of use of the two sets of innovations is below average (56.9% of the sample); intermediate but above average (23.7%); and highly above average (19.4%). Distinctive characteristics are found to be common to the companies in each cluster. Finally, it is shown that innovativeness tends to persist over time.

Disentangling antecedents and performance effects of family SME innovation: A knowledge-based perspective

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Práticas inovadoras de gestão no contexto das universidades públicas brasileiras: validação da escala para medir seu grau de importância e adoção

“…Cabe ressaltar neste momento que, no presente estudo, partiu-se do pressuposto de que a inovação é considerada sob uma perspectiva do contexto do adotante (Battisti;Stoneman, 2010). Ou seja, a inovação aqui não é entendida como algo que é pioneiro, original no contexto mais amplo.…”

Complementarity in alliance portfolios and firm innovation

“…rothaermel and Boeker 2008), technology-sourcing modalities (e.g. van de vrande, vanhaverbeke, and duysters 2011), the types of external linkages (Belderbos, Carree, and Lokshin 2006;tiwana 2008), the organizational and technological forms of innovation (Battisti and stoneman 2010) and the knowledge transfer modes in strategic alliances (e.g. Buckley et al 2009).…”