Open innovation in (young) SMEs

Kraus, Sascha; Kailer, Norbert; Dorfer, Julia; Jones, Paul

doi:10.1177/1465750319840778

Cited by 41 publications

(34 citation statements)

References 50 publications

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“…This paper focuses on innovation ecosystems (IE) as they are gaining in importance and popularity in both innovation and strategic management. Furthermore, as they are crucial for development of new or young ventures and increase in the likelihood of firm survival, therefore for entrepreneurship at individual, organizational, and regional levels (Kraus et al 2020b).…”

Section: Introductionmentioning

confidence: 99%

Species in the wild: a typology of innovation ecosystems

Klimas

Czakon

2021

Rev Manag Sci

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The purpose of this paper is to offer a comprehensive and useful typology of innovation ecosystems. While recent conceptual efforts have been allocated to delineating innovation ecosystems from other phenomena, much less systematic attention has been given to the diversity found within the innovation ecosystem realm. We run a thematic analysis of systematic literature reviews and collect 34 specific types of innovation ecosystems. We expand this list with criteria-derived complementary types and propose a set of 50 distinct innovation ecosystem varieties. Next, we identify the 14 typology criteria used so far in the literature, thematically analyse them and aggregate them into a set useful for further rigorous scrutiny and for the incremental collection of empirical findings. Innovation ecosystems can thus be categorized into (1) life cycle, (2) structure, (3) innovation focus, (4) scope of activities, and (5) performance.

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Section: Introductionmentioning

confidence: 99%

Species in the wild: a typology of innovation ecosystems

Klimas

Czakon

2021

Rev Manag Sci

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“…The important role of SMEs is confirmed by many authors (Ključnikov et al, 2017;Pisar & Bilkova, 2019;Alnawas & Farha, 2020;Lewandowska & Stopa, 2018, 2019Kraus et al, 2020;Lima et al, 2020). Due to their irreplaceable role, it is necessary to create favorable conditions for their business.…”

Section: Literature Reviewmentioning

confidence: 96%

The Perception of Business Risks by SMEs in the Czech Republic

Dvorský¹,

Kozubíková²,

Bacová³

2020

CEBR

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This article aims to find out which business risks determine the perception of the business environment of small and medium-sized enterprises (SME) in the future. 454 SMEs from the Czech Republic participated in the case study by filling in an online questionnaire. Linear regression models were used to verify statistically significant causal relationships between selected indicators of business risks and respondents' perception of the future of business. The results show that selected indicators of the market, financial, personnel, legal and operational risk determine the perceived future of business. Strategic risk indicators do not significantly affect the perceived future of business. The most important indicators: market riskadequacy of sales of products and services; financial riskan indicator of the company's financial performance; personnel riskan indicator of employees' initiative to increase performance; legal riskan indicator of respondents' ability to understand the basic legal aspects and operational riskan indicator of the use of company capacities. All the indicators from above have a positive effect on the future perception of the company. Implications for Central European audience: The attitudes of small and medium-sized enterprises represent a certain degree of subjectivity (human factor), which does not always reflect the real position of the enterprise. However, it is the main representatives of SMEs (owners and top managers) who try to manage business risks to have a more positive perception of their future in the business environment in the Czech Republic. The results based on the business environment of the Czech Republic are important not only for the owners of SMEs, but also for state and non-profit institutions dealing with various forms of SME support.

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“…Experience is necessary to develop the management capacity and skills in business and remain competitive even without technical or academic knowledge (ibid.). Vice versa, Kraus et al (2019) found that young ventures have a higher application of open innovation activities compared to large firms as it boosts their innovation performance enabling them to overcome the liability of smallness and newness.…”

Section: Financial Experiencementioning

confidence: 99%

Level of Financial Management Among Young Agro-Entrepreneur

Ramli¹,

Sum²,

Manaf³

et al. 2021

IJARBSS

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Entrepreneurs need to have knowledge and skills in financial management. Therefore, this article examines the level of financial management among young agro-entrepreneur. A total of 177 agro-entrepreneur are included in this study. This study uses quantitative approaches and the data collection used purposive sampling techniques. The research instrument is a questionnaire containing five elements of financial management skills, namely knowledge, skills, attitudes, planning and experience. The financial management elements are measured based on 5-Likert scales. Descriptive statistics and correlation are used to explain the results of the study. The results show that the level of skills of young agro-entrepreneur financial management skills is varied. They have high financial knowledge, moderate financial skills, moderate financial attitudes, high financial planning and moderate financial experience. Overall, the agro-entrepreneurs' level of financial management was moderate. The implications of the study suggest that, the elements of knowledge, skills and attitudes need to be taken seriously among young agro-entrepreneurs.

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Open innovation in (young) SMEs

Cited by 41 publications

References 50 publications

Species in the wild: a typology of innovation ecosystems

Species in the wild: a typology of innovation ecosystems

The Perception of Business Risks by SMEs in the Czech Republic

Level of Financial Management Among Young Agro-Entrepreneur

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