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In this research, the authors try to answer the question of when broad-based employee share ownership (ESO) is more likely to be used and how it can be managed more effectively from the vertical fit perspective in strategic human resource management (HRM).

The study analyzes an unbalanced panel sample of 614 organizations (1,601 organization-year data points) in South Korea, utilizing hierarchical linear modeling (HLM).

The analysis demonstrates that organizations are more likely to adopt broad-based ESO when they utilize the prospector and analyzer strategies as opposed to the defender strategy. The analysis also reveals that the relationship between broad-based ESO and labor productivity is positive only when organizations utilize the prospector strategy as opposed to other types of strategies (i.e. analyzer and defender strategies).

The findings first indicate that the decision to adopt a broad-based ESO in organizations should be informed by their business strategy if they want to enhance labor productivity. Specifically, the results demonstrate that only the prospector firms, rather than defenders or analyzers, can reap the productivity benefit of broad-based ESO. Second, since innovation is a major source of productivity for prospector firms, the findings demonstrate that a broad-based ESO can be a vehicle that drives innovation. As a result, firms may want to consider utilizing broad-based ESOs to foster innovation.

The findings emphasize the relevance of the “vertical fit” perspective in examining the broad-based ESO and firm productivity relationship. Most past research utilized the “horizontal fit” framework in refining the relationship between broad-based ESO and productivity. Thus, the study emphasizes the need to utilize the “vertical fit” perspective, and not only the “horizontal fit” perspective, in the broad-based ESO research. Through this, the study meaningfully extends the research on the productivity effect of broad-based ESO by adding an important moderator (i.e. strategy) to the model.

This paper aims to provide evidence-based managerial advice for identifying, developing and managing a broad-based innovation system for organizations to reap optimal performance outcomes.

The general review is based upon large-scale peer-reviewed academic studies of innovation practices in organizations and their performance outcomes and synthesized here through two illustrative case studies. The first case deals with Brightsquid Secure Communications as they expanded their product-focused innovation practices to include broad-based organizational improvements, while the second case focuses on Trimet Building Products and their use of broad-based innovation to turn around declining revenue.

Using the SME context, this study outlines an innovation management model that highlights the importance of leadership attention on organization-wide innovation and the interdependence of investments across functions.[AQ2] To enhance their performance, SMEs must implement broad learning programs across the organization that provides formal and informal cross-training and takes a cross-functional approach to innovation and problem-solving.

Reviewing and integrating the literature on different innovation types and outcomes, this study proposes a novel broad-based innovation model that guides firms that overemphasize improvements within a single function. Further, drawing on the learning literature, this paper recommends an organizational learning and collaboration model to achieve organization-wide innovation for optimal outcomes.

The purpose of this paper is to investigate how firms in developing countries finance innovation. Notably, the study seeks to investigate whether innovative firms exhibit financing patterns different from those of non-innovative ones. It also examines the effect of financing sources on firm’s probability to innovate.

The study utilizes firm-level data from the World Bank Enterprise Survey. From 28 African countries, 11,173 firms have been included in the sample. A statistical t-test is used for two independent samples and logistic regression models.

The results show that innovative firms, specifically innovative small- and medium-size firms exhibit financing patterns different from non-innovative peers. Further analysis indicates that there is no statistically significant difference between the financing patterns of innovative and non-innovative large firms. In Africa, innovation is mostly financed using internal sources and bank finance. Equity finance and bank finance have shown a higher effect followed by internal finance, finance from non-bank financial institutions and trade credit finance on firms’ probability to innovate.

The management of innovative firms should reduce dependency on short-term and retained earning financing and increase the use of long-term instruments improve innovation performance.

A pending policy task for African leaders is to design and evaluate reforms to create a strong financial sector that willing to support the innovation process.

This study contributes to the existent literature on finance of innovation by examining how firms finance innovation activities in developing countries. This study provides evidence on how innovative firms exhibit financing patterns different from non-innovative ones from developing countries.

The purpose of this research is to evaluate the longitudinal effect of innovation programmes on improving the process of innovation in manufacturing SMEs. The process of innovation in organisations covers people, process and technology. Therefore interventions in the form of innovation improvement programmes often require high levels of complexity. This complexity is compounded in SMEs, where issues such as scarce resources and skill shortages must be recognised.

A multiple case research methodology combined with an innovation evaluation model is used to evaluate the longitudinal effect of an innovation intervention programme, which combined taught modules and Critical Action Learning networks over an eighteen month period. Within‐group comparisons are made.

The findings reveal that SMEs, which have high levels of innovation improvement, adopted a broad process based approach to innovation rather than using a narrow technical definition of innovation. These SMEs also developed a process of critically reflective action learning to ground the innovation in organisational practice.

There is a paucity of longitudinal research studies on innovation interventions in SMEs.

This introductory chapter points to the need for sound and critical reflection on how to mobilize public, private and third sector actors, facilitate collaboration in partnerships and networks, and cocreate SDG solutions that are at once innovative, effective, and democratic. It spells out the aim of the book, which is to show how Goal 17 on partnerships can be used as a lever for securing global transformation toward socioeconomic and environmental sustainability. It explicates the basic argument that cocreation provides a promising strategy for advancing goal attainment by mobilizing competent, engaged, and knowledgeable stakeholders, stimulating innovation and ensuring broad-based support to solutions that make a difference. Finally, it briefly presents the content of the book and explains its intended usage.

This article describes the five‐year success of a lean Six Sigma approach to improving operations that is also a way of doing better things – innovating in products, services, markets and even a company's underlying business model.

Consultants from IBM's Operations Strategy group and from the Institute for Business Value analyzed the innovation records of several leading companies that have implemented operations strategies based on Lean Six Sigma management techniques.

They found that lean Six Sigma initiatives also led to product innovations, such as Caterpillar's phenomenally successful low‐emissions diesel engine, and also to redesigned processes, including a streamlined supply chain. After five years, by 2005, revenues at Caterpillar had grown by 80 percent.

A case study of Caterpillar illustrates the points of the lean sigma six approach.

For more than five years, industry leaders have used company‐wide lean Six Sigma programs to create an organizational climate in which innovation becomes instinctive, and, consequently, they have surfaced major innovation opportunities that have revitalized their businesses.

Identifies several distinguishing characteristics that set successful approaches apart from those with a traditional operational improvement mindset. Successful innovators have: an innovation vision based on factual customer and market insights; leadership committed to perpetual innovation; alignment across the extended enterprise; organizational capabilities that made innovation habitual.

The purpose of this article is to present a framework for research on gender and innovation. The framework is developed based on a review of the current literature in the area; it is applied to provide a context for the articles in this special issue and to offer suggestions for future research.

The article relies on a literature review of gender and innovation. Additional literature searches on Scopus were conducted to provide an overview of the area. In addition, comparative analogies are sought from research fields of gender and entrepreneurship as well as gender and technology.

The article presents the scope and issues in the current research on gender and innovation. Based on the overview, research in this area is conducted in various disciplines applying a variety of methodological approaches. In order to make sense of the current research, the paper developed a framework consisting of various approaches to, gender and innovation; these include gender as a variable, construction and process and innovation as a result, process and discourse.

Based on the review, several recommendations for future research are made. First, future research should question the connection between technology and innovation and purposefully seek innovation activity also in low-tech and service sectors and firms. Innovation scholars and policy makers should not primarily target radical and product innovations but should be equally interested in incremental and process innovations. Second, understanding women's innovation activity needs to be embedded in understanding the normative frames and structural factors at play. A particular theoretical call is linked to the study of power and innovation. Third, it is imperative to develop and apply new methodological approaches and new operationalizations of innovation and innovators.

By focusing on gender and innovation, it is possible to discover innovation as a gender biased phenomenon. Policy makers should bear this in mind when developing innovation policies.

An understanding of innovation literature and innovation policy as gender biased has important social implications. Discovering gendered structures is important to further develop gender equal societies. Further, innovation may be hampered by biases in the understanding of the concept, including gender biases.

This introductory article puts forward a framework on gender and innovation that helps to make sense of the current state-of-the-art and to develop new research questions that need to be addressed for further theorising within the field.

This chapter places previous incubator-incubation literature within a relevant geographic and policy context, and extracts the reasons for the wide-scale adoption of the incubator model as a new venture creation mechanism. Arguments developed highlight that in the flurry of political lobbying during the 1990s–2000s leading to the rapid expansion of incubators-incubation across the European Union (EU), policy makers, practitioners and researchers alike failed to focus on what is key to understanding incubators’ true impact — internal incubation processes. A review of incubator development and impact at the level of two EU member states, Germany and Italy, is presented. This allows for a clearer context-bound sense of the state-of-art in incubator-incubation research to emerge. In turn it becomes possible to clearly highlight the direction of further research in the area where there is a stalemate between two opposing camps — one which has produced evidence to suggest that incubators make a significant difference in reducing start-up risk, and the other, which believes incubators do not give tax payers value-for-money. Structured in this way, this chapter is able to draw attention to the essential ‘missing ingredient’ in previous research which is key to understanding the impact incubators can have. This ingredient is the dynamics of the internal process of incubation.

The purpose of this paper is to investigate the moderating role of previous venture experience on the relationship between learning breadth and innovation breadth, defined as the range of innovation types within a firm, and the impacts on SME performance.

A theoretical model was developed, and hypotheses were tested using step-wise multivariate regressions on survey data from 509 North American SME respondents.

The results demonstrate that the previous venture experience of a firm's top management plays a key role in enhancing the innovation breadth for a given level of learning breadth. There is a curvilinear relationship between innovation breadth and learning breadth, and increases in innovation breadth lead to increases in firm performance.

The results indicate that organizations seeking higher performance returns by expanding their breadth of innovations need parallel attention on higher learning breadth in order to adequately capture the value from this broader set of innovations.

The paper contextualizes learning and innovation in the SMEs and argues that the consideration of diversity (breadth) of learning and innovation can help us understand their performance implications across industries. It also extends the effect of previous venture experience (PVE) of the leadership team in explaining performance. Beyond their ability to address external factors, PVE has a moderating effect on the relationship between learning and innovation breadth across the organization. Previous venture experience serves as both a guide and catalyst for investments in learning activities that lead to a broader range of innovation activities across the firm.

Software and software‐based services (SSBS) are a major domain of the European ICT industry and are recognised as a key element in developing the information society. This article aims to shed light on the various strategies, policies and activities pursued by the EU and its member states.

The article is based on a survey of national programmes that are aimed specifically or in substantial part at the software sector. This analysis and assessment usually faces two challenges: unlike other technologies that have the same significance and/or the same attractiveness, the SSBS industry is a very dynamic one, due to several specific characteristics; and there are increasing inter‐dependencies between the European and national levels as well as between supply‐side and demand‐side policies, which require a more detailed analysis of the different national policies for the EU member states. Therefore a comparative analytical framework is used that takes account of the different composition and structure of the SSBS industries in EU member states.

The analysis shows that there are still great differences among the EU member states, but in general there is relatively little activity in European member state governments targeted specifically at fostering SSBS producers. However, as a result of the EU activities virtually all member states have implemented policies to foster the development towards an information society.

The paper highlights that normally these overall policies address and integrate both the supply side as well as the demand side. This is at least an improvement compared to recent years, when adaption, diffusion and application were taken for granted.