Linking strategy with open innovation and performance in SMEs

Maria Crema · Chiara Verbano · Karen Venturini

111 citations0/0 files storedMeasuring Business Excellence

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Innovation and Knowledge Management Business Strategies and Innovation Business Strategy and Innovation

Abstract

Purpose – The purpose of this paper is to analyze the linkages between company’s strategy, open innovation and innovation performance, focusing on small and medium enterprises (SMEs). In more detail, the aim is to investigate the influence of firm strategy on the level of openness adopted and then the impact of open innovation on firm performance. Finally, the influence of context-specific variables (such as firm size, technology intensity, geographical area, experience of the company and technology turbulence) on the relations mentioned above will be verified. Design/methodology/approach – A survey has been conducted in the Italian manufacturing context and a database of 107 responses was obtained. The constructs of the research framework were created and validated using factor analysis; further, structural equation modeling was performed to verify the hypothesis about the studied relations. Findings – The obtained model confirmed most of the relations hypothesized, giving useful indications on how to define competitive strategy and coherent level of open innovation to pursue improved firm performance. Results highlight that firms, which pursue an innovative strategy are those who invest more on technical skills and core competencies. Companies who choose a strategy of diversification are likely to use, exclusively, managerial practices of open innovation, while firms focused on a strategy of efficiency are inclined toward open innovation practices and, to a lesser extent, to the development of core competencies. Originality/value – The main original contribution is the development of an integrated model that links company’s strategy, open innovation and innovation performance in SMEs.

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References

1997Dynamic capabilities and strategic management 1992Alternative Ways of Assessing Model Fit 1991Exploration and Exploitation in Organizational Learning 2000Structural equation modeling with AMOS: basic concepts, applications, and programming 1985Competitive Advantage: Creating and Sustaining Superior Performance 2006The Core Competence of the Corporation 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 2003Open Innovation: The New Imperative for Creating and Profiting from Technology

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