SMEs and LCs’ differences in innovation approaches
| SMEs | vs | LCs | Relevant citations |
|---|---|---|---|
| Strategic orientation | |||
| Pursuit of emerging opportunities | vs | Internal resources planning | Stevenson and Jarillo (1990) Gagnon and Toulouse (1993) |
| Use of external resources and competencies | vs | Ownership and control | Rothwell (1989) Gagnon and Toulouse (1993) |
| New (and uncertain) techno-market regimes | vs | Defined technological possibilities and paths to the market | Acs and Audretsch (1987) Rothwell (1989), Thurik (2009) |
| Management orientation | |||
| Fast decision-making | vs | Structured, stage-gate decision processes | Gagnon and Toulouse (1993) Vossen (1998) |
| Alignment of R&D and management objectives | Functional expertise and management accounting | Stevenson and Jarillo (1990) Gagnon and Toulouse (1993) Nooteboom (1994), Vossen (1998) | |
| External networking | Monitoring | Hagedoorn (1995), Freel (2003) | |
| R&D setting | |||
| Short learning curves, adaptability of routines | Long learning curves, established routines | Acs and Audretsch (1987); Vossen (1998) | |
| Small R&D operations (problem-solving approach) | Systematic R&D activities | Audretsch and Thurik (2004) Thurik (2009) | |
| Collaborative R&D | Centralized R&D | Freel (2003) | |
| Organizational context | |||
| Integration of tasks in employees; variation and improvisation | Employees specialization | Nooteboom (1994) | |
| Flat managerial structure | Hierarchical managerial structure | Gagnon and Toulouse (1993) Vossen (1998) | |
| Use of external resources and innovation assets | Internalization of relevant (“core”) resources and competencies | Freel (2003) | |
| Sources of competitive advantage | |||
| Early stages of product’s life cycle | Late stages of product’s life cycle | Acs and Audretsch (1987) | |
| Low barriers to entry | Scale advantages, entry barriers | Acs and Audretsch (1987) Rothwell (1989), Vossen (1998) | |
| Tacit, idiosyncratic knowledge | Codified knowledge | Nooteboom (1994) | |
| Knowledge appropriability | Formal IP protection | Rothwell (1989) Nooteboom (1994), Vossen (1998) | |
| Capacity for customization | Economies of scope, diversification | Rothwell (1989) Vossen (1998) | |
| SMEs | vs | LCs | Relevant citations |
|---|---|---|---|
| Pursuit of emerging opportunities | vs | Internal resources planning | |
| Use of external resources and competencies | vs | Ownership and control | |
| New (and uncertain) techno-market regimes | vs | Defined technological possibilities and paths to the market | |
| Fast decision-making | vs | Structured, stage-gate decision processes | |
| Alignment of R&D and management objectives | Functional expertise and management accounting | ||
| External networking | Monitoring | ||
| Short learning curves, adaptability of routines | Long learning curves, established routines | ||
| Small R&D operations (problem-solving approach) | Systematic R&D activities | ||
| Collaborative R&D | Centralized R&D | ||
| Integration of tasks in employees; variation and improvisation | Employees specialization | ||
| Flat managerial structure | Hierarchical managerial structure | ||
| Use of external resources and innovation assets | Internalization of relevant (“core”) resources and competencies | ||
| Early stages of product’s life cycle | Late stages of product’s life cycle | ||
| Low barriers to entry | Scale advantages, entry barriers | ||
| Tacit, idiosyncratic knowledge | Codified knowledge | ||
| Knowledge appropriability | Formal IP protection | ||
| Capacity for customization | Economies of scope, diversification | ||
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