Page 27 - Gričar, Sergej, Barbara Rodica and Štefan Bojnec, 2016. Sandwich Management. Koper: University of Primorska Press
P. 27
Inovation in SME 27
higher outcomes, followed by the implementation phase. Managers need
to think carefully about how innovation fits into their strategy and struc-
ture their technology, skills, resources, and organizational commitments
accordingly. No single approach works well for all situations.
In innovative small enterprises the successful management of innova-
tion is connected with different factors. There are important the following
factors: need orientation, experts, long time horizons, low early costs, mul-
tiple approaches, flexibility and quickness, incentives, availability of cap-
ital. For innovative working and behavior of organization must manage-
ment create and maintain appropriate conditions (Nedelko and Potočan,
2013). Innovations/innovative working in SMEs is connected with mana-
gerial personal value. Nedelko and Potočan (2011, 129) »conclude that or-
ganisation members’ personal values have an important role in organisa-
tion members perceptions about innovative working/innovations«.
Uriona, Dias, and Varvakis (2009) in survey analysed small high-tech-
nology enterprises with variables measured in Organization for innova-
tion. The Benchstar measures four key practice processes: organization for
innovation, competitive intelligence, product development and monitor-
ing. Organization for innovation is related with different managerial styles
that are used in the company. Variables which are adapted from IEL/SC
(2006) were: vision, mission and goals sharing, leadership style, external in-
volvement, working flexibility, workers involvement, human resource de-
velopment, internal involvement, innovative environment, and relation-
ship with suppliers, client focus, relationship with universities and research
centers, R&D infrastructure.
Brant and Lohse (2013) considers that governments can support in-
novative SMEs to achieve their potential through a range of measures, in-
cluding actions to facilitate access to financing, remove regulatory and tax
burdens, and improve the formal intellectual property system (IP system).
Actions to improve the formal IP system include those aimed at enhancing
patent quality, and reducing costs and pendency. Brant and Lohse (2013, p.
17) have indicated of Goverments Actions to improve the formal IP system
and to make it more accessible to smaller enterprises can support innova-
tive SMEs in more effectively capturing the value of their intellectual as-
sets. Governments can:
– take steps to improve patent quality, which can increase legal cer-
tainty and help to ensure that intellectual property rights (IPRs)
can be used to signal value to potential investors, partners, and
competitors;
higher outcomes, followed by the implementation phase. Managers need
to think carefully about how innovation fits into their strategy and struc-
ture their technology, skills, resources, and organizational commitments
accordingly. No single approach works well for all situations.
In innovative small enterprises the successful management of innova-
tion is connected with different factors. There are important the following
factors: need orientation, experts, long time horizons, low early costs, mul-
tiple approaches, flexibility and quickness, incentives, availability of cap-
ital. For innovative working and behavior of organization must manage-
ment create and maintain appropriate conditions (Nedelko and Potočan,
2013). Innovations/innovative working in SMEs is connected with mana-
gerial personal value. Nedelko and Potočan (2011, 129) »conclude that or-
ganisation members’ personal values have an important role in organisa-
tion members perceptions about innovative working/innovations«.
Uriona, Dias, and Varvakis (2009) in survey analysed small high-tech-
nology enterprises with variables measured in Organization for innova-
tion. The Benchstar measures four key practice processes: organization for
innovation, competitive intelligence, product development and monitor-
ing. Organization for innovation is related with different managerial styles
that are used in the company. Variables which are adapted from IEL/SC
(2006) were: vision, mission and goals sharing, leadership style, external in-
volvement, working flexibility, workers involvement, human resource de-
velopment, internal involvement, innovative environment, and relation-
ship with suppliers, client focus, relationship with universities and research
centers, R&D infrastructure.
Brant and Lohse (2013) considers that governments can support in-
novative SMEs to achieve their potential through a range of measures, in-
cluding actions to facilitate access to financing, remove regulatory and tax
burdens, and improve the formal intellectual property system (IP system).
Actions to improve the formal IP system include those aimed at enhancing
patent quality, and reducing costs and pendency. Brant and Lohse (2013, p.
17) have indicated of Goverments Actions to improve the formal IP system
and to make it more accessible to smaller enterprises can support innova-
tive SMEs in more effectively capturing the value of their intellectual as-
sets. Governments can:
– take steps to improve patent quality, which can increase legal cer-
tainty and help to ensure that intellectual property rights (IPRs)
can be used to signal value to potential investors, partners, and
competitors;
