Innovation of SMEs in the Knowledge-Based Economy

Lee, Frank C.; Newton, Keith

doi:10.1080/08276331.2000.10593291

Cited by 6 publications

(2 citation statements)

References 24 publications

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“…Innovation is defined as the degree to which an organization offers new or improved products and services to the market (Lumpkin and Dess, 1996; Woodman et al , 1993). No consensus exists on how to measure SME innovation, as traditional large enterprise patent counts or R&D activities do not seem appropriate (Gumusluoğlu and Ilsev, 2009; Lee and Newton, 2000). Hence, we generated three items to measure innovation based on subjective comparisons of SMEs (e.g.…”

Section: Methodsmentioning

confidence: 99%

Social capital, knowledge sharing and innovation of small- and medium-sized enterprises in a tourism cluster

Kim

Shim

2018

IJCHM

212

125

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Purpose This study aims to identify the structural relationship among social capital, knowledge sharing, innovation and performance of small- and medium-sized enterprises (SMEs) in a tourism cluster. Design/methodology/approach A total of 199 valid questionnaires are collected from SMEs in the Bomun tourism cluster in South Korea. A structural equation modeling approach is used to test the research hypotheses. Findings The findings suggest that social capital constructs, including network density of structural capital, relational capital and cognitive capital, all positively influence knowledge sharing among SMEs in the cluster. This implies that creating social capital is critical to enhancing the competitiveness of SMEs. This study confirms that knowledge sharing positively affects SME performance through innovation. Research limitations/implications This study suggests that social capital, consisting of structural, cognitive and relational capital, facilitates increased knowledge sharing and innovation in a tourism cluster, which in turn enhances SME business performance. Practical/implications This study suggests that tourism cluster policies should focus on how to create a friendly operational climate to build social capital and support SME innovation. Originality/value This study contributes to the literature on social capital and innovation as well as the discourse on tourism clusters by addressing knowledge sharing among SMEs in a tourism cluster. It also expands the knowledge sharing and innovation literature by focusing on inter-organizational social networking among SMEs.

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Section: Methodsmentioning

confidence: 99%

Social capital, knowledge sharing and innovation of small- and medium-sized enterprises in a tourism cluster

Kim

Shim

2018

IJCHM

212

125

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“…Despite their constraints, MSEs represent a significant part of the economy of several countries (Lee & Newton, 2000). In Brazil, small businesses represent 98.5% of the total of private companies, and they are responsible for about 30% of the gross domestic product and 51% of employment (Serviço Brasileiro de Apoio às Micro e Pequenas Empresas [Sebrae], 2020).…”

Section: Theoretical Reference Theoretical Referencementioning

confidence: 99%

Inovação em Micro e Pequenas Empresas: Recursos e Capacidades

2021

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Objective: the article aims to identify the relevant resources for the composition of managerial and transactional capabilities in the context of micro and small enterprises (MSEs). Method: through a literature review, the resources associated with the innovation were identified: leadership, people management, information and knowledge, relationships with clients, suppliers, and society, and results. The resources were collected and measured using a structured questionnaire made available by the Local Agent for Innovation program, applied to 447 MSEs in the state of Pernambuco, between 2015 and 2017. Confirmatory factor analysis was used to verify how these resources contribute to the composition of capabilities. Results: the results demonstrate that the managerial capability is composed of the relationship with society and suppliers, leadership, the sharing of information and knowledge, and people management. Transactional capability is made up of the relationship with customers and the results obtained by the firm. Conclusions: although MSEs have restrictions on access to technologies, their organizational resources seem to contribute to the development of innovation capability and to obtain competitive advantage.

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