and undermine the significance of networking mechanisms in the promotion and enhancement of SME performance.
The work adds to the theory of the firm, as it presents a new way of evaluating firm performance.
Average life span I e Number of employees of the firm x E Maximum number of employees (according to SME definition) i F Sales (or Turnover) i C3 Total costs of production
Firstly, my special gratitude goes to my supervisor Magnus Klofsten. He has been of great help
which I am sure will be helpful in my future research work. Thomas Hedner, my dear friend and colleague at Innovation and Entrepreneurship, Sahlgrenska Academy, University of Gothenburg, has been very instrumental in both introducing
and enlightening me as the work progressed. His input into the thesis and our general discussions during the journeys between Gothenburg and Linköping have added a lot to my understanding of research conduct and best practices of scientific inquiry.
I sincerely wish to thank, also, Joakim Wincent from Luleå University of Technology, for his deep insight into and criticism of my work,
I present this work in her memory. Adli Abouzeedan Gothenburg June 15, 2011 11 Table of contents 1. Introduction 13 Why study small firms?
They are a major source of job creation (Storey et al. 1987, Castrogiovanni 1996, Clark III and Moutray 2004) and they represent the seeds for future large companies and corporations (Castrogiovanni 1996, Monk 2000).
Studies related to the 1 SMES are defined as firms with less than 250 employees (NUTEK 2004, p. 15) 14 performance of SMES with a central focus on innovation capacity are limited (Siqueira and Cosh 2008).
and employee turnover, which are expressed differently in the intended model than the existing ones. The existing models are complex tools
however, it is used also in this work in order to align the research text with existing practices. Furthermore, the models do not present performance in a dynamic way,
the number of employees, the maximum number of employees distinguishing the different categories of enterprises, firm age,
The quantitative parameters of interest to this work are: sales, turn over, intake, and absorption of new technologies indicated by investments in these technologies and total costs of production.
The word size expresses either the number of employees or the amount of turnover. It is a misleading term,
17 The focus of this work is to discuss SME performance evaluation while accounting for the impact of innovation on firm efficiency in relation to both the firm's internal and external environments.
This work attempts to alert scholars working with firm performance research that a better approach is needed.
An objective of the work is to correlate organization theory (Scott 2003) to the theory of the firm by considering the impact of networking on SME performance
and growth of small firms. 18 It is important to emphasize that this work aims to communicate its message to two types of individuals.
such as firm managers, SME consultants, and individual researchers. The second group consists of individuals who hold key-positions
Empirical evidence shows that countries with higher R&d activities per employee have higher levels of total factor productivity growth (Coe and Helpman 1995.
I feel that it is essential to explain how this work has developed, because the journey was far from conventional.
Based on that work, the university awarded me, in accordance with its standards, a Phd degree.
Researchers have done a lot of work in relation to performance within the finance discipline but their work is related not directly to the way
I tried to build the SIV model. Modern finance theory assumes a perfect market (Simkowitz 1972.
SMES often work as suppliers to larger corporations, and as thus transaction costs are highly relevant to their situation.
That necessitated a discussion of the axiological and epistemological aspects of the research performed in this thesis. The initial work to build the desired model (Abouzeedan 2001) applied a textual/statistical analysis method to existing basic information from a Swedish database (Affärsdata
Developing this work made it clear to me that there is already a lot of gained experience in the area of building performance models of SMES,
Combining a firm-perspective with a societal perspective This discussion should also clarify why the reader will see works in this thesis that are focused more on the firm-perspective (paper 1, 2,
I also reflect on some possible future research extensions to this work. 28 As a closing note to this introductory chapter,
. Although such a task was pursued not in this work, it is believed that the foundation for it is laid already.
Companies with larger numbers of employees have a higher survival probability (Mansfield 1962. According to Caves (1998), firm failure rates decline with size, given age.
In that work, Klofsten (1992b) described a couple of models that he thought would give the widest possible understanding of the firm performance concept.
Besides the four major challenges, there are other challenges of less significance to my work. The issue of innovation must be considered
their ability to provide the locus for employment creation in periods of economic shifts, and their innovative contribution to structural and technological changes accompanying such economic transformation.
Klofsten's (1992b) work focuses on the earlier stages of firm life. He distinguished between two groups of firm models:
Allee (1999, p. 126) defined structural capital as, Systems and work process that leverage competitiveness.
and how the employees are related 44 to the functions of the firm. The four lines of thinking show the progression of the way organizations have been viewed by scholars over time.
According to Taylor's (1911) approach, each worker is trained specially to perform a single movement or subtask in the manufacturing process.
The bureaucratic theory is limited actually a contribution to a much more encompassing work of analysis of the German writer to Western civilization as a whole.
who based his works on analyzed data collected by Roethlisberger and Dickson (1939). Social psychologists such as Likert (1961) and Katz et al.
Marxists argue that organizational structures are not rational systems for performing work in the most efficient manner;
The combination of rationality and openness in organizational systems is made clear in James D. Thompson's (1967) work.
Earlier works on the competitive advantage of organization emphasized tangible resources, such financial capital and location (Scott 2003.
This school of thinking is based to a great extent on the work of scholars at the Tavistock Institute of Human Relations, in England.
Early work in this field recognized the extent to which organizations were shaped by political and legal frameworks, the rules governing market behavior,
One new work in this area is the Actor-Networks Theory (ANT. The theory advises us to look at events, actions,
Some small firm failure prediction researchers recommend that future work should broaden the scope of small firm performance predictors to include additional nonfinancial variables (Peel and Peel 1987.
In the manufacturing sectors, SMES tend to have greater numbers of employees, while in consultancy and other service sectors;
SMES tend to have fewer employees. An alternative approach is to talk about smaller firms and larger firms in a relative sense;
expressed as the number of employees, to the average size of firms in the sector at that point in time.
The first two of these parameters are the number of employees and the firm's age.
maximum number of employees distinguishing the different categories of enterprises (for the firm size parameter)
Table 5-1). The first three quantitative parameters of interest to this work are the turnover (or sales), production costs, and profit margins.
It leaves the statistical refining work to be performed when analyzing variations of the model in specific contexts of sector and locality.
Same as in (d). 3 The firms studied have less than 250 employees; the data was taken directly from the accounting reports of the firm
it had less than 250 employees; the data was delivered from the firm management for the period of the analysis;
as it had less than 250 employees, 60 and the data was taken directly from the accounting reports of the firm for the period of the analysis. Also,
as it had less than 250 employees; the data was delivered from the firm's management for the period of the analysis;
(which requires further verification in more empirical work). If one considers a 45 degree slope to be the lower limit for an SPI indicator pointing to higher growth rates
and a lot of empirical work is required to determine a more accurate location for these borders. Furthermore, the borders of the transitional area depend on the nature of the sector in
the most relevant difference between the two companies is that one of them works in a classical economic activity (fishery),
while the other works in healthcare technology. It is possible to generalize these two case studies to assess the ability of the SIV model to address the stated challenges that face SME performance models.
The existing work handled the issue from various other aspects, such as business strategy and management practices.
The paper originated as a single-authored work, wherein I tried to establish a strategic approach for the usage of SME performance models.
The diagram guides the researchers into possible future performance models development work. The ASPEM diagram is flexible and practical.
The first is a short work published in 2001, in which we presented the concept of the SIV model (Abouzeedan 2001).
This paper presents the first published empirical work, excepting the working paper of 2001 (Abouzeedan 2001), in
Summary of paper 3 The original work upon which paper 3 was based proposed a new parameter of the SIV model (Abouzeedan 2001, Abouzeedan and Busler 2002) the Survival Index (SI.
That is why it is important to run a prediction power test before performing the analysis. The case study presented in this work indicated the analytical power of the new model,
Contribution of paper 3 to the purpose of the thesis The analysis was performed on a small Swedish fishery that had 6 12 employees.
We used a maximum limit of 50 employees to define a small firm in the case study. The firm's relative size figure varied between 0. 12 and 0. 24.
That led me to write the first version of this work. The first draft of this effort started as working paper,
Summary of paper 4 This work introduced a new type of capital innovation capital. In the paper, we argued that innovation capital can be used as an indicator for the degree of richness of the entrepreneurial environment in a region,
The paper is a good example of a policy-oriented work, and was published in a special volume entitled Science, Technology and Sustainability in the middle East and North africa.
The volume included works from various scholars who are interested in issues of economic development in that region.
The company had a work force range of 49 90 employees through the years. Summary of paper 7 This paper is a case study wherein the model is implemented, with the innovation aspects playing a major role in the evaluation of the firm's performance.
The firm works to adapt personal cars for the usage of handicapped people both as drivers and as passengers.
The first is case was that of a small fishery firm based in Gothenburg, Sweden, with 6 to 12 employees.
The policy discussion in paper 6 provided a good of example of how policy profiling profits from empirical work.
The policy discussion in paper 6 gave a good example of how policy profiling profits from empirical work.
The work achieved in this thesis contributes to firm theory (Cyert and Hedrick 1972, Moss 1984, Amess 2002, Jacobides and Winter 2007, Ricketts 2003),
Also, the work contributes to the literature's correlation of organization theory (Scott 2003) to the theory of the firm by emphasizing the impact of networking on SME performance.
the number of employees, the maximum number of employees distinguishing the different categories of enterprise, firm age,
These expenditures are allocated for costs of material and other accessories as well as costs of manpower involved in developing new products and services at the firm.
The published works tend to avoid such discussion by focusing on alternative topics, such as business strategy models (Rasheed 2009, Cheng 2009, Steffens et al. 2009, Butler et al. 2001, Sonfield
Open capital should be integrated as a fourth component of innovation capital in any future work using the IBAM tool.
Policy-makers and governmental agencies that promote SMES can use the tools of analysis developed in this work,
The functions of the executive. Cambridge, Massachusetts: Harvard university Press. Baum, J. A c. 1998. Disciplinary roots of strategic management.
Technology, growth and employment. International Review of Applied Economics 16 (3), 265 276. Covin, J. G. and Slevin, D. P. 1989.
Paper prepared for the OECD Directorate for Social affairs, Manpower and Education GERI. IUI w. p. 350b, Stockholm.
A framework for empirical work. The Review of Economic Studies 62 (1), 53 82. Ettlie, J. E.,Bridges, W. and O'Keefe, R. D. 1984.
Why do some countries produce so much output per worker than others? Quarterly Journal of Economics 114 (1), 83 116.
Productivity, supervision and morale among railroad workers. Ann arbor, Michigan: Institute for Social Research, University of michigan. Katz, J. A.,Safranski, S. R. and Khan, O. 2003.
How open source software works: Free user-touser assistance. Research Policy 32 (6), 923 943. Laven, F. 2008.
An empirical taxonomy of structures of work organizations. Administrative Science Quarterly 14 (1), 115 126.
Management and the worker. Cambridge, Massachusetts: Harvard university Press. Romano, C a. 1999. Identifying factors which influence product innovation:
An examination of the psychological situation and defenses of a work group in relation to the social structure and technological context of the work system.
She is a member of the Committee on Sociology of Work of the International Sociological Association, the Executive council of the Society for the Advancement of Socioeconomics,
as well as co-chair of the"social times and working times"committee of the Association internationale des sociologues de langue française.
Also Co-chair of the Bell canada Research Chair on Technology and work organization professeur associé with Ecole nationale d'administration publique and UQAM, she has published many articles and books on employment and types of employment, job training, innovation in the workplace and work organization,
as well as the articulation between work and family life. See websites for details: www. teluq. uquebec. ca/chaireecosavoir www. teluq. uquebec. ca/chairebell www. teluq. uquebec. ca/interventionseconomiques www. teluq. uquebec. ca/chaireecosavoir
/cvdgt/e-mail: dgtrembl@teluq. uquebec. ca Note: This article has been adapted from a chapter of the book entitled Innovation socioterritoriale et reconversion économique:
founding analyses It must first be specified that the works by classical analysts of society and its evolution did not focus much on the notion of innovation.
Although Schumpeter's works have made it possible to isolate the role of the entrepreneur as a key agent of change in economic organizations,
the link must be made between Schumpeter and Veblen's works. Veblen and the role of technology Veblen makes an important contribution to the economic analysis of innovation,
Schumpeter and Veblen's works constitute important background for the development of an analysis which embeds innovation in society.
However, it was the evolutionary economists who completed their work by proposing a global vision of innovation.
Vernon's works show that there are five phases to a product initiated through innovation: novelty, growth, maturity, standardization and decline.
as well as with the goods market and the labour market (Le Bas, 1995). This process is therefore uncertain,
and authors who have drawn on their work. Thus, writings by Chambon, David and Deverey (1982) on social innovation, by Flichy (1995) on technical innovation or those by Alter (2000) on regular innovation reflect the emergence of a new approach to innovation.
The renewal of the concept of innovation is also related to the rediscovery of the works by Polanyi (1944
Construction of social innovation networks In the tradition of Mead's interactionalist perspective of sociology (1934), the works by Lazarsfeld et al.
Socially innovative action pertains to the field of strategy since it works on the action system of an organization or a community.
October 2014 INTERREG IVC analysis report Innovation capacity of SMES Credits Experts for thematic capitalisation on the innovation capacity of SMES Year 1 Eurico Neves
He is one of the most experienced European experts in research exploitation and innovation policy
Séverine Ouvry inno TSD France Séverine Ouvry is an expert in innovation. Her background as a researcher in the United states, where she obtained a Phd in Pharmacology
She joined inno as a consultant in economic development and policy evaluation. http://www. inno-group. com/)The contents of this work reflect the views of the author (s)
and do not necessarily represent the position of the INTERREG IVC programme. The authors are entirely responsible for the facts and accuracy of the data presented. 1 Foreword:
almost 6 000 staff involved in regional policy to acquire new skills and capabilities, and it has led directly to the improvement of more than 400 policies.
The programme therefore asked 12 teams of experts covering 12 different fields of policy to analyse the achievements of its projects
and to report back on‘what works'.'This report, which focuses on Innovation capacity of SMES,
is the fruit of their work. It showcases a selection of tried-and-tested policies and practices in innovation capacity of SMES that have been shared through the INTERREG IVC programme,
87 4 Executive Summary The innovation capacity of Small and Medium Enterprises (SMES) is a key issue for Europe's competitiveness and growth.
thereby contributing to growth and employment. As a result, SME innovation‘capacity'is naturally at the top of the European,
Training workshops or coaching activities Incorporation of new staff Activities addressing creativity thinking and product conception The acquisition of specific technological competences The acquisition of specific skills by SMES
o The promotion of lead markets in a bid to restore European union (EU) competitiveness o The creation of new market opportunities related to the search for technological and other solutions to societal challenges
The hiring of qualified staff How to overcome weaknesses in networking and cooperation with external partners?
or a new organisational method in business practices, workplace organisation or external relations. Innovation, thus defined, is clearly a much broader notion than R&d
In terms of regional policy, the SME concept is taken generally to mean everything from micro-companies (of only 1 employee) to large companies employing several hundred people
which defines small companies as those with fewer than 50 employees and an annual turnover below €10 Million,
and medium-sized companies as those with fewer than 250 employees and an annual turnover below 50 million.
The same recommendation defines micro-companies as those with fewer than 10 employees and a turnover below €2 million.
inventions, literary and artistic works, and symbols, names, images, and designs used in commerce. IP is divided into two categories:
which includes literary and artistic works and is not relevant for the present report. 1 Ministerial report on the OECD Innovation Strategy, May 2010 2 EU recommendation 2003/361 3 DOD Financial Management
and to achieving the Europe 2020 objectives of new growth and job creation. Procurement of Innovation Platform The Procurement of Innovation Platform19 is an online hub developed by ICLEI (an association of over 1200 local governments) to help public authorities with Public Procurement of Innovation (PPI) and Public
'a Policy Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research,
and Promotion of RTD Enforcing SMES role in the transition from traditional industry regions to knowledgebased economy regions Innohubs http://www. innohubs. eu Innovation Hubs Promotion of innovation
development in Europe Promotion of innovation for SMES DISTRICT+http://districtplus. it/Disseminating Innovative Strategies for Capitalisation of Targeted Good Practices Support to the transition between traditional economy and competitive economy PERIA
and business partners Develop strategies for the marketing of innovative ideas Improve the capacities of employees in SMES for RTD
and innovation management through training and the support of experts Weaknesses in networking Lack of internal research capabilities Insufficient marketing of innovation Shortage in innovation management skills Innohubs Address the problem
The European central bank Consultation (2011) 21 of 7 532 firms, 6 941 of which had fewer than 250 employees in
They typically facilitate liaison between private enterprises (notably SMES) and external knowledge/research providers (universities, R&d service providers or private consultants),
and public loans ERIK ACTION30 27 INNOSUP-4-2014 within the‘Innovation in small and medium-sized enterprises'Work Programme 28 GP described in the MINI-EUROPE Good
and the invoice is sent directly to NORT with a short report on the work done.
for the promotion of private VC o Business Angel Network to connect private investors to entrepreneurs MINI-EUROPE33 o Financial Engineering for public/private VC o FLIIN
http://www. peria. eu/33 Staff recruitment Another approach is supporting SMES to recruit new staff,
Examples of GPS in staff recruitment: The Summer Design Office (Sweden) in the MINI-EUROPE project:
Each local design project costs €75 000 for the cost of the office, material, phones, cars, documentation, including salaries for Project manager, Supervisor,
maintain and sustain members'relationships in distributed work environments). The VE/VO was tested particularly in the field of technological innovation and technology transfer,
o I-CREO, brings an expert within each SMES'network to seek new business opportunities o RURCED,
insofar as it introduces an expert directly to the supported SMES network to help them find new business opportunities
through the hiring of innovation experts in order to seek, propose and bring new business opportunities to fruition,
The goal of I-CREO was to create a think tank and a network of debate formed by a group of experts for each of the main industrial sectors of the Valencia Region.
Two projects focused on the promotion of Corporate Social Responsibility in a local or regional territory in order to improve local SMES'competitiveness:
Finally, at operational level, support in the management of projects can be provided via the network of IVEX delegations abroad and in Spain and experts in international public procurement.
Two evident ways to achieve this are for SMES to hire technically qualified staff and to strengthen their own in-house research facilities.
and research institutions to industry as well as on GPS addressing the recruitment of research staff. There were also four INTERREG IVC sub-projects addressing technology parks (one from SMART+and three from District),
Fabrica Ethica hinges on the respect for workers, consumer rights and the environment. It encourages an approach based on continuous improvements
and CSR practices through a website. 38 Technology transfer promotion Three projects identified GPS related to the promotion of technology transfer
and business promotion for the Andalusian Regional Government) to promote technology transfer from the knowledge system to industry by consolidating technology-based spinoffs.
thus demonstrating synergies between GPS from different regions. 40 Human resources solutions The other popular GPS concerned human resources
ERIK ACTION45 o Innovation assistant, to support newly graduated employment INNOMOT48 o Bioenergy for the region,
to support newly graduated employment PERIA49 o Creation of R&d departments, to support the hiring of research staff Innovation assistant is an excellent example of a GP transferred multiple times.
Similarly to Innovation assistant, it aims at promoting the employment of recently graduated staff in SMES with no or little experience with graduate employees.
The Creation of R&d departments GP from PERIA helps SMES to recruit new staff in R&d.
Technological Promoters for Innovation via an innovative financial instrument and support for new staff identification. 48 GPS described in the INNOMOT Good Practices Report:
These target groups suffer from a lack of highly qualified staff, caused due to the long distances from educational organisations,
o Grant for the labour costs of the innovation assistant; o Mandatory training of the innovation assistant by a specially designed postgraduate training programme established at the Donau University Krems;
o Accompanied monitoring/evaluation of project by an external consultant. Innovation Assistant is now a key tool in the regional innovation system
This GP draws on a pool of one hundred advisers (technological or generalist) to visit SMES
and/or methods in their work. o Development of the above-mentioned pilot projects in the selected SMES. o Development of a mechanism to monitor the action,
Lectures were given by the expert staff of the Department of Wood and Furniture Design and Technology.
PERIA Summer Design Office New Products By design Promotion of cooperation between design students and SMES(§3. 2. 2). Very high ICT ERIK-ACTION PRAI
Innovation Management System and Technology Transfer Office(§3. 2. 4). Medium Incorporation of new staff PERIA ERIK-ACTION & INNOMOT Creation of R&d units
INNOHUBS ERIC-ACTION RDT Bretagne Innovation Regional Network Wood Sector Innovation Networks of intermediate agents to support innovation(§3. 2. 5). Promotion of innovation
The Urban Development Network Programme aims to improve the effectiveness of urban development policies. 57 H2020 call in the Innovation in small and medium-sized enterprises work programme:
INNOSUP-5-2014 58 H2020 call in the Innovation in small and medium-sized enterprises work programme:
INTERREG IVC project partners could include these data when defining their work programme, identifying GPS and analysing their conditions of transferability.
so much so that there is a call for‘a European label for innovation voucher programmes to support spin-in of technology'in the Horizon 2020 work programme‘Innovation in SMES'.
Innovation Circles and Parenthood (ERIK ACTION), coaching activities through external experts, such as in Innovation Stockholm (INNOHUBS) and Tameside Business Family (MINI-EUROPE) or through the incorporation of new staff in SMES,
such as in Innovation Assistant, from DISTRICT+.+Support activities addressing Creativity Thinking and Product conception, such as in the INNOMOT project on the subject of non-technological innovation,
especially to include investments in innovation management (e g. tools, dedicated staff and training. Today, most national tax incentive schemes encourage strictly R&d investments
share information and knowledge and work together securely. This trend towards‘virtual'support through web-based platforms seems promising for support programmes,
and competitive economy Erik Action Upgrading the innovation capacity of existing firms Improvement of the capacities to increase innovation within SMES INNOHUBS Innovation Hubs Promotion of innovation in edge cities Innomot
and motivating non-technological Innovation in SMES Adoption of non-technological innovations by SMES Mini Europe Mainstreaming Innovative Instruments for SME development in Europe Promotion of innovation for SMES
and Promotion of RTD Enforcing SME role in transition from traditional industries regions to knowledge
) Mercia Fund Mgmt (public-private VC) Fondo Toscana (public VC) Expert Panel (public grants) Lw Sil Trust fund (public VC) R&d
Innovation Assistants aims to promote the transfer research output from universities directly to SMES, through the support to the employment of young professionals and recent university graduates as innovation assistants in companies, with responsibilities for the development of innovation processes.
Employment of young graduates in innovation projects within SMES; Innovation Systems awareness raising, tutoring and consultancy for SMES;
Staff) Helice Net (Network) TTANDALUSIA (Tech transfer) Campus Ind Res Projs (Tech transfer)( R&d) SIDEUM (Cluster creation) RDT Bretagne (network
) Innovation Cycle (workshops) FAME (public private loans) TIP Coaching R&d Funding (coaching) scheme (public grants) Trainee IN TIME (new staff) PRAI Vinci
and are relatively easy to implement in other regions, such as Campus, for the promotion of academic spin-offs.
maintain and sustain member relationships in distributed work environments). The VE/VO was experimented particularly in the field of technological innovation
Fabrica Ethica hinges on the respect for workers, consumer rights and the environment. It encourages an approach that is based on continuous improvements
involving both staff from the planning and management of funding programmes and operational staff linked with implementation processes.
This approach ensures that the GPS are relevant both in operational terms for the region
and exchange Good Practices relating to the support and promotion of local entrepreneurship and innovative SMES among the partner Edge Cities.
advising and mentoring resource staffed by local experts from the academia and business environment, available for private individuals as well as businessmen and other entrepreneurs,
The INNOHUBS project demonstrated the added-value of international projects involving different regions across Europe with different innovation contexts, for the promotion of knowledge transfer from more experienced regions (in terms of innovation systems) to learning
and cooperation with external parties Organisational Innovation (coaching) IVEX (internationalisation) Innocámaras (training) Management Voucher (coaching) Bioenergy for the region (New Staff/Phd students) INGENIUM
Finally, at operational level, support in the management of projects can be provided via the network of IVEX delegations abroad and in Spain and experts in international public procurement.
Each local design project costs 75 000 euros for the cost of the office, material, phones, cars, documentation, including salaries for Project manager, Supervisor,
Programme (Clusters mgmt) Genomnanotech (Tech transfer) Summer Design Office (new staff) Financial Eng (Public-Private VC) FLIIN (Public-Private VC
through the hiring of innovation experts in order to seek, propose and bring new business opportunities to fruition,
and micro and small companies with a staff of fewer than 50, in developing their innovation Country Institution, Town 1 France CARINNA-Champagne-ardenne Research and Innovation Agency, Reims 2 France
Foreign Trade Fairs (Internationalisation) Creation of R&d Depts. New staff) Cluster Mgmt Services (Cluster mgmt) Innovation vouchers Young Innovative Enterprise contract (loans) New
products by design (new staff) Incubation (coaching) 82 good potential for transfer, due to their simplicity of implementation and universal applicability.
and the synergy between organisations of the same type creates the basis for a lasting and sustainable cooperation between project participants. 78 GP described in Annex 3 Mini-Europe 83 SME innovation and promotion
These recommendations were evaluated then by regional experts for their: Financial burden Organizational efforts Expected effects in increasing regional innovativeness Regional applicability The most applicable policy recommendations were highlighted:
Development of good regional practices which correspond more closely to the conditions faced by local entrepreneurs and their application in promotion of clusters.
and internationalisation-region or with common needs), allowing them to overcome their limited resources through the contribution of those of the regional intermediary's (either internal or external, e g. through external consultants).
Call in the Innovation in Small and Medium-sized Enterprises work programme. 2014. Link. INNOSUP-5 2014:
Call in the Innovation in Small and Medium-sized Enterprises work programme. 2014. Link Innovation and business strategy:
Smart Specialisation the Concept, Knowledge Economists Policy Brief n°9. Knowledge f or Growth Expert Group advising the then Commissioner for Research, Janez Potocnik. 2009.
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