RESEARCH The relations and performa an analysis o David P Price*,Michael Stoica *Correspondence david. price@washburn. edu Washburn University, 1700 SW College ave, Topeka, KS 66621, USA Increasingly, innovation in new products/services and the implementation of key pro -significant implications for family owners and managers, the SME employees, and the Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 http://www. innovation-entrepreneurship. com/content/2/1/14 et al. 2003; Eddleston et al. 2008; Klein 2000. The purpose of this research is to exam -ine innovation and knowledge and how these variables may influence the performance economies in which the family SME operates. High levels of performance can facilitate firm growth and subsequent profit performance, which in turn can yield employment gains and contribute to the general economic health of a state, region, or nation (Wolff and Pett 2006 Literature on SMES and family business operations overlap in several ways. For ex -ample, family-owned businesses often lack infrastructure capabilities such as technol -ogy or appropriate management techniques that can lead to inferior performance, and many of the resource constraints faced by SMES are found in family firms (Astrachan  L p cesses are becoming vital sources for firm competitive advantage (Rumelt 1984; Liao et al. 2009. For example, research suggests that firms that engage in developing in -novative products and services are positioned to compete more successfully through the development of new products and processes, before competitors in first-mover ad -vantage, increasing market share, return on investment (ROI), and overall firm success Allocca and Kessler 2006; Gudmunson et al. 2003 Similarly, family firms have dominated small and medium-sized enterprise (SME creation in many countries (Astrachan and Shanker 2003; Chrisman et al. 2005. Un -derstanding how family SMES achieve high performance in order to impact society has Open Access hip between innovation, knowledge nce in family and non-family firms f SMES and Robert J Boncella Abstract This study seeks to examine the relationship between innovation and knowledge in family versus non-family businesses with regard to performance. Data from 430 small and medium-sized enterprises were analyzed through hierarchical regression analysis and innovation was found to be a significant factor in both family and non-family samples. However, knowledge in family firms was also found to be significant with innovation. Implications for theory and practice are discussed that may provide possible competitive advantage for small family firms Keywords: Family firms; Innovation; Knowledge resources; SMES Background 2013 Price et al.;licensee Springer. This is an Open Access article distributed under the terms of the Creative Commons Attribution icense (http://creativecommons. org/licenses/by/2. 0), which permits unrestricted use, distribution, and reproduction in any medium rovided the original work is cited properly ing the competitive advantage currently found in the family business literature knowledge, that may lead to competitive advantage in family firms Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 2 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 Innovation Family business The field of family business research has been gaining impetus in recent years Chrisman et al. 2010; De Massis et al. 2012; Kellermanns et al. 2010; Sharma et al 2012). ) However, there appears to be less family research on SMES, which is surprising as many have indicated that a large number of new firms are founded by two or more individuals who are related (Reynolds and White 1997; Ruef et al. 2002. There appears to be a lack of uniformity when discussing the field of family business as a paradigm in research and practice (Sharma 2004. While scholars from many disciplines have conducted research on family firms that adds to the breadth of diversity in the field, it has lacked a cohesive structure. Recent research on family firms has led us to under -stand that certain characteristics of family firms, such as the differences in family in -volvement and the long-term orientation of family members, may affect many different aspects of the firm (Chrisman et al. 2010; Gedajlovic and Carney 2010; Ling and Kellermanns 2009; Le Breton-Miller and Miller 2006; Peng and Jiang 2010 Numerous attempts have been made to express a definition for family firms (Sharma 2004). ) Most often these attempts have been to delineate family from non-family firms This line of thought suggests that family firms create a unique vision and control mechanisms that benefit the firm through the creation of distinctive resources and cap -abilities (Chrisman et al. 2005; Kellermanns et al. 2010; Zellweger and Nason 2008 Family businesses may have several distinctive qualities that differentiate them from non-family firms. Firstly, family firms have been known to maintain a defensive posture that suggests a lack of growth or proactive orientation (Martin and Lumpkin 2003) which has been suggested to lead to higher performance (Short et al. 2009. Secondly, these con -servative positions suggest that they have a tendency towards a long-term orientation that avoids risk-taking (Dess et al. 2011. This tendency leads to a third quality for a focus on survival, which suggests quick response and tight management control within the family structure (Hambrick and D†Aveni 1988. These differences have led to distinctive decision -making qualities to differentiate the family firm (Smith and Lewis 2011 Family firms differ in the amount of family involvement (Astrachan and Shanker 2003; Lumpkin et al. 2010. Family business definitions include family ownership, man -agement by a family member, operational involvement of a family member, and involve -ment across generations (Heck and Trent 1999. Research has evolved from this overemphasis on the firm and family system while still maintaining that there indeed exists a difference between the two (Steir 2009. However, as stated by Sharma (2004 in a meta-analysis of the field, there is †no distinct set of variables separating family and non-family firms†(p. 5). This research attempts to examine relationships in family and non-family firms by investigating two important intangible resources: innovation and of SMES in family firms. It is hoped that this research provides a framework for analyz -Research on innovation in firms is important as there may be a unique set of processes and resources involved that may help explain innovation as a critical factor in Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 3 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 predicting SME performance (Anderson and Eshima 2011; Achtenhagen et al. 2010 Innovation has been discussed as the development of a new product, the process of de -veloping a new product, or the adoption of a new product, which also can be investi -gated at various levels, such as the project level, industry sector, or region (Christenson 1997). ) It has been described as †the successful implementation of creative ideas†Amabile 1996, p. 1), which can lead to solutions to problems that can have a potential impact on revenues of a firm, industry sector effectiveness, and the prosperity of na -tions (Porter 1996; Harrison and Huntington 2000. The U s. Small Business Adminis -tration (SBA) defines innovation as †a process that begins with an invention, proceeds with the development of the invention, and results in the introduction of a new prod -uct, process or service to the marketplace. †Even more simply, Glynn (1996) described the process as two main phases: invention (initiation of the idea) and implementation Innovation is important for small firms as large companies recognize the ability of smaller firms to capture innovation, will often tap the creativity of small growth -oriented firms to remain competitive, and have acknowledged that fostering innovation is very effective via linking to smaller entrepreneurial firms. Family firm innovation in larger firms has been investigated from the viewpoint of single versus multiple owner -ship, finding single owners to be more innovative and showing greater entrepreneurial orientation (Miller et al. 2011) and spending more on innovative factors, such as R&d and increased productivity (Block 2012 Innovation in firms has been studied in several forms in the entrepreneurship litera -ture. For example, a firm's †entrepreneurial orientation†suggests that a combination of three basic dimensions: innovativeness, proactiveness, and risk-taking, creates the fac -tors closely tied to an entrepreneurial firm (Covin and Slevin 1989; Moreno and Casillas 2008; Wiklund and Shepherd 2005. Innovativeness reflects a tendency to sup -port new ideas, novelty, experimentation, and creative processes, thereby departing from established practices and technologies (Lumpkin and Dess 1996. The importance of a small firms'innovation strategy is demonstrated in a prominent study of by Bruderl and Preisendorfer (2000), who discovered that innovation is the single most important factor in predicting firm growth For family firms, it has been suggested that they are not as innovative and more prone to be risk-averse than non-family firms, due to capital constraints and the close -ness of the family (Allio 2004; Carney 2005. Research suggests that limited resources and capabilities in smaller family firms inhibit their ability to innovate, although other means of innovation are achieved through off-the-cuff concepts and technologies and other resources offered through networks Verhees and Muelenberg Verhees and Muelenberg (2004 However, recent research has disputed these findings and acknowledged that family firms act boldly and exhibit innovative and entrepreneurial tendencies (Naldi et al 2007; Zahra 2005. Compared to larger firms, there is general acceptance that smaller firms tend to be more flexible and non-bureaucratic and can adopt innovations more quickly (Nooteboom 1994. Thus, new inputs are very important for innovation in small firms, and small and young firms can differentiate themselves by introducing product, process, or market innovations (Mcgrath 2001 A critical factor of family firms is the long-term relationship family members have with the firm. Due to this ownership structure, it has been argued that family firms Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 4 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 have a longer planning cycle that non-family firms, and thus, innovative capacity is in -creased as innovation usually needs time to develop (Kellermanns et al. 2008. A study by Eddleston and Kellermanns (2007) found that family firm performance improved when owner-managers involved other family members in the business. Involvement in manage -ment by family members can increase innovative behavior as family members are more apt to understand challenges and opportunities that face the firm (Zahra 2005 Spriggs et al. 2012) found an overall link between a family firms'innovativeness and performance in small firms, and other research have suggested that family firms that do devote resources to innovation tend to have greater tendencies toward increased firm performance and growth (Eddleston et al. 2008; Gudmunson et al. 2003; Mccann et al. 2001. Thus, innovation may provide an important resource that contributes to firm success (Zahra et al. 2004 For this study, innovation is defined as the ability to create new value propositions through offering new products and services; adopting new operating practices: techno -logical, organizational, or market-oriented; or creating new skills and competencies Schumpeter 1947. Thus, firm innovative ability is focused both on content and pro -cesses. Given our interpretation of firm innovation, the framework for our hypothesis de -velopment is based on new products/services, opportunity recognition, process/practice development, and creativity in accomplishing goals Hypothesis 1: There is a positive relationship between innovation and performance in family firms as compared to non-family firms Knowledge The importance of knowledge-based resources has been documented well in the litera -ture (Cohen and Levinthal 1990; Lee and Sukoco 2007; Wiklund and Shepherd 2003 Knowledge management is understood to have the ability to increase competitive ad -vantage in firms, such as lowering overall costs and developing and increasing em -ployees (Skyrme and Arnindon 1997. Knowledge has been described as context -specific, as the context of the knowledge management process can affect who and how actors participate (Nonaka et al. 2000), and this contextual connection can be relevant to family-owned enterprises (Nordqvist 2012. Knowledge-based resources have been noted as important for a firm's innovative capacity which aids in the discovery and ex -ploitation of opportunities (Kaya and Patton 2011 Knowledge in a firm has been classified broadly as firm-specific or general (Helfat 1994; Pavitt 1991. If the knowledge is close to the existing firm knowledge base and with specific applications, this can be firm-specific. The other view of general know -ledge is that this form of knowledge exists in the marketplace and is specialized less Kirzner (1979) distinguished between entrepreneurial knowledge and the knowledge expert, suggesting that it is the entrepreneur of the firm that hires the latter. The know -ledge expert does not fully recognize the value of their knowledge or how to turn that knowledge into profit or else the expert would be acting as an entrepreneur. In turn the entrepreneur may not have the depth of knowledge that the specialist possesses (for example, in technology), but it is the entrepreneur who recognizes the value of the op -portunity through the application of the specialist's knowledge. Therefore, as small family firms expand and acquire more knowledge experts, they have the potential to Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 5 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 lose their †familiness†as the advantages of knowledge may be changed in its application or reduced There lies an intersection of the resource-based view of the firm, the knowledge -based view of the firm, and family firm research. The resource-based view suggests that competitive advantage can be obtained from unique bundles of tangible and intangible assets that are rare, valuable, inimitable, and sustainable (Barney 1991). Knowledge -based resources have been described as one of the most important resources as know -ledge can affect the manipulation and transformation of other resources in order to add value to a firm (Teece et al. 1997. The resource-based view has been one of the dominant theories used to explain strategy in family businesses (Chrisman et al. 2005 and family characteristics can affect firm strategy choice (Miller et al. 2011 Resources can consist of human, social, physical, and organizational resources, among others. Knowledge-based resources suggest that a firm's ability to create and utilize know -ledge is one of the most important sources of sustainable competitive advantage (Grant 1996; Wang et al. 2009. It has been suggested that knowledge has the greatest ability of all resources to serve as a source of sustainable differentiation due to immobility (Mcevily and Chakravarthy 2002) and general applicability (Miller and Shamsie 1996. Knowledge permits firms to more accurately predict the nature and commercial potential of changes in the environment and the appropriateness of strategic and tactical actions (Cohen and Levinthal 1990. That is, without knowledge, an organization is less capable of discovering and exploiting new and emerging opportunities There appears to be a relationship between knowledge and innovation, with research suggesting that knowledge flows are important in the innovation process (Rigby and Zook 2002. Radical innovation research has suggested that a firm's knowledge base represents the most unique resources for radical innovation (Miller et al. 2007; Zhou and Wu 2010. However, while a knowledge base may give rise to new innovation without synthesis and utilization efforts, radical innovation is likely to be only incre -mental (Katz and Du Preez 2008; Laursen and Salter 2006 Cohen and Levinthal (1990) described the exposure to knowledge as insufficient, that firms must instead recognize and create knowledge, and integrate and utilize the know -ledge in the firm. This continuous process is used to identify and exploit existing and acquired knowledge as well as develop new opportunities. Alavi and Leidner (2001) de -scribed this process as creating, storing/retrieving, transferring, and applying know -ledge. According to Wiklund and Shepherd (2003), the management of knowledge is required to integrate all knowledge in order to anticipate current and future needs. As a simple distinction between family and non-family may be insufficient to capture the effects of performance (Sirmon et al. 2008), this research attempts to position know -ledge from a macroperspective and posits that it has a positive relationship with innovation and firm performance Hypothesis 2: There is a positive relationship between knowledge, innovation, and performance in family firms as compared to non-family firms Family firms and performance Evidence of family business performance as opposed to non-family has generally con -cluded that family firms possess innovative capabilities and thus competitive advantage Andres 2008; Mcconaugby et al. 2001. There appears to exist several caveats to this statement, such as the measurement of performance (Holt et al. 2010), advantages gained (Burkart et al. 2003), and long-term outlook (Anderson and Reeb 2003). These differences might be explained partly that family involvement affects activities and pro -cesses differently, and in turn impact firm performance (Miller and Le Breton-Miller 2006). ) Performance is critical for family firms as their growth and survival are essential to be passed on to future generations (Kellermanns et al. 2008. Thus, innovative cap -abilities in family firms are critical for long-term sustainability and competitiveness formance. In a meta-analysis by O†Boyle et al. 2012), they found that family firms may were family firms and 137 (32%)were non-family firms. The most commonly reported Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 6 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 industry groupings were similar across the two countries: the retail sector for family 112 businesses or 38.2%)and for non-family (46 businesses or 33.6%).%)The retail sector was the largest segment overall for both family and non-family. These results are shown in Table 1 Firm size The definition for an SME was discussed based on definitions regarding employment for Australia, this is less than 100 employees. As the USA defines an SME as a firm that has less than 500 employees, this definition was used as a guiding principle and all re -spondents could be included in the sample. The results are shown to indicate the total number of employees in 2007, the last full year prior to the survey being administered Firm Performance Innovation Knowledge Firm Size Firm Age indeed have a disadvantage when compared to family firms. As there still seems to re -main some levels of disagreement about the performance of family versus non-family firms, this study seeks to understand how intangible variables, which can be unique to family firms, might affect their performance. This model is depicted in Figure 1 Results Descriptive industry statistics A total of 430 useable questionnaires were available for analysis; 293 respondents (68 %Greenwood and Miller 2010 While the measurement of family performance has been established reasonably, what constitutes a †family business†is not as easily found. Chrisman et al. 2005) offered an analysis of the relationship between family and performance and suggested at that time that the results in the literature were inconclusive. Kellermanns et al. 2010) also sug -gested that family firms can have both a positive and negative influence on firm per -Figure 1 The relationship between a family firm's innovation, knowledge, and firm performance Table 1 Firm characteristics-industry type Type of business Primary NAIC code Businesses participating in the study Family Non-family Number%Number %Agriculture 1 12 4. 1 1 0. 7 Construction 2 20 6. 8 15 10.9 Manufacturing 3 28 9. 6 12 8. 8 Wholesale 4 14 4. 8 3 2. 2 Finance and insurance 8 14 4. 8 11 8. 0 Total 293 100.00 137 100.00 Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 7 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 Family firms included 15.6%of respondents with 0 employees, and most firms in the family sample had between 1 and 10 employees (68.3%)as compared to the 10 to 20 category (11.6%).%)Only 2%of firms had over 50 employees. For non-family, 40.8%of firms had employees in the 1 to 10 category and 34.3%in the 10 to 20 group. These re -Real estate 9 7 2. 4 6 4. 4 Professional and technical 10 31 10.6 16 11.7 Health and social 11 3 1. 0 5 3. 6 Arts and entertainment 12 7 2. 4 5 3. 6 Accommodation and food 13 26 8. 9 5 3. 6 Other services 14 4 1. 4 4 2. 9 Retail 5 112 38.2 46 33.6 Transportation 6 1 0. 3 1 0. 7 Information 7 14 4. 8 7 5. 1 sults are shown in Table 2 Firm age The findings regarding firm age between the two samples largely mirrored each other Family firms aged between 1 and 3 years totaled 19.8%and 17.5%for non-family. Simi -larly, those firms aged over 15 years in family totaled 20.1%and 17.5%for non-family, re -spectively. Overall the two samples were very similar. The results are shown in Table 3 Multiple linear regression analysis The model was analyzed with hierarchical linear regression with innovation (INN) and knowledge (KNOW) as the independent variables and performance (PERF) as the Table 2 Firm characteristics-size (number of employees Characteristic Range Family businesses Non-family businesses %%n=293)( n=137 Number of employees 0 46 4 From 1 to 10 200 56 From 10 to 20 34 47 From 21 to 50 7 20 More than 50 6 10 dependent variable. Other variables in the model included control variables: age (AGE from 43.56 to 51.89), and is significant at the 1%level. Compared to Model 3, the beta co -Table 3 Firm characteristics-age (in years Characteristic Range Family businesses Non-family businesses %%n=293)( n=137 Number of years in business From 1 to 3 58 24 From 4 to 6 74 51 From 7 to 9 46 14 From 10 to 14 56 24 From 15 to 19 33 10 20 and above 26 14 Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 8 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 efficients of the two variables remain at a similar level, but there are significant t values for both variables, which fell slightly for knowledge (from 10.88 to 4. 02) but remained in years and size (SIZE) as number of employees. The results are shown in Tables 4 and 5 Hierarchical regression results-family firms Model 1 in the family sample was regressed on one control variable, AGE, against PERF. Model 2 includes the two control variables (AGE and SIZE), and no significance is shown. Model 3 examines AGE, SIZE, and KNOW as the first independent variables with strong results for the knowledge variable. Model 3 indicates the adjusted R2 is 0. 31, with the model explaining 31%of the Variance analysis of variance (ANOVA) F is very significant (43.56) at the 1%level. Thus, the independent variable knowledge is making a major contribution in the explanation of performance. Knowledge resources have a strong result (Î=0. 53, t=10.88, p<.01. The t value is large at 10.88 and sig -nificant at the 1%level. Interestingly, the control variable AGE becomes significant in Model 3 at the 1%level (Î=â'0. 16, t=3. 25, p<.01 Model 4 is the final optimal model and analyzes the introduction of INN:(Î=0. 44, t =7. 28, p<.01. The adjusted R2 improves to 0. 41, with a concomitant jump in the F value Table 4 Hierarchical regression-family firms (dependent variable: performance Variables Model 1 Model 2 Model 3 Model 4 Î t Î t Î t Î t Control variables Age â'0. 15 â'2. 60 â'0. 17 â'2. 87 â'0. 16 3. 25***â'0 . 12 â'2. 55 **Size 0. 08 1. 41 0. 08 1. 60 0. 08 1. 64 Independent variables Knowledge 0. 53 10.88***0. 24 4. 02 ***Innovation 0. 44 7. 28 ***Adjusted R2 0. 02 0. 02 0. 31 0. 41 F value 6. 80 4. 40 43.56***51.89 ***Delta R2 0. 0 0. 29 0. 11 **p<.05,**p<.01 variable but with less strength and explanation of performance. Knowledge has a strong Size â'0. 03 â'0. 38 0. 02 0. 18 0. 00 0. 05 Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 9 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 result (Î=0. 41, t=5. 14, p<.01. The t value is significant at the 1%level at 5. 14, but Model 3 shows that the adjusted R2 is 0. 16, thus explaining only 16%of the variance ANOVA F is very significant at the 1%level but again less substantial compared to fam -ily firms (9. 80 and 43.56, respectively. Thus, the independent variable knowledge is making a contribution in the explanation of performance but a weaker contribution as significant at the 1%level. The final model also leaves the same control variable (AGE remaining significant in the model, with a negative beta of â'0. 12, and falling in signifi -cance to the 5%level (Î=â'0. 12, t=â'2. 55, p<.05. Thus, in the final model, younger firms tend to perform better in the sample with both variables Hierarchical regression results-non-family firms Model 1 in the non-family sample was regressed similarly on one control variable AGE, against PERF. Model 2 includes the same two control variables (AGE and SIZE and once again no significance exists. Model 3 introduces the first independent variable KNOW with AGE and SIZE. Again, the analysis shows significance for the knowledge Independent variables Knowledge 0. 41 5. 14***0. 11 0. 88 Innovation 0. 40 3. 35 ***Adjusted R2 0. 01 0. 00 0. 16 0. 22 F value 2. 41 1. 27 9. 80***10.72 ***Delta R2 0. 00 0. 16 0. 06 ***p<.01 Table 5 Hierarchical regression-non-family firms (dependent variable: performance Variables Model 1 Model 2 Model 3 Model 4 Î t Î t Î t Î t Control variables Age 0. 13 1. 55 0. 14 1. 59 0. 05 0. 63 0. 05 0. 58 compared to family firms as described in Table 5. The control variable AGE is not sig -nificant in Model 3 In Model 4, the introduction of the variable INN is completed (Î=0. 40, t=3. 35, p <01). ) The adjusted R2 improves to 0. 22, with only a slight increase in the F value (from 9. 80 to 10.72), but is still significant at the 1%level. Compared to Model 3, there remains a significant t value for innovation-but not for the knowledge variable, which is no longer significant in the final model Results from hypothesis testing Hypothesis 1 states that firm performance is positively related to innovation in family firms. The hypothesis is supported for the family sample and also supported in the non-family sample. The family firm's R2 explains 44%of the variance and is significant at the 1%level. The non-family sample indicates that the R2 explains 22%of the vari -ance and is still significant at the 1%level. These results suggest that evidence exists on the importance of innovation in both family and non-family firms. However, the ment and the appropriateness of strategic and tactical actions (Cohen and Levinthal 1990). ) Thus, a firm is more capable of discovering and exploiting new opportunities Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 10 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 Shane 2000. For this study, knowledge was not only significant in the final model, but it also enhanced the explanation of the variance substantially compared to non-family firms The enhancement of knowledge emphasizes the gathering of new knowledge, which can often be achieved through employees, by encouraging them to sustain their appli -cation, distribution, and creation of knowledge (Hauschild et al. 2001). Firms should be continually encouraging family and non-family members to update existing knowledge to develop new competencies that will be beneficial (Lee and Sukoco 2007. Acquiring new knowledge is accomplished best if internal processes are established for individuals to interact and collaborate with each other and facilitate the transmission and dissem -results are stronger for family firms. Therefore, we conclude that hypothesis 1 is par -tially supported Hypothesis 2 states that firm performance is positively related to knowledge and innovation as compared to non-family firms. The hypothesis is supported. The family sample findings are significant at the 1%level for the independent variables knowledge Î=0. 24, t=4. 02) and innovation (Î=0. 44, t=7. 28) with 44%of the variance explained. However, the non-family sample indicates no significance for the knowledge variable (Î=0. 11, t=0. 88. These results indicate that there is evidence for support for innovation and knowledge in family firms. Therefore, hypothesis 2 is supported Discussion and conclusion The results showed strong support for innovation in both family and non-family firms This research supports recent research by Kellermanns et al. 2010) and Naldi et al 2007) which found a positive relationship between innovativeness and family firm per -formance. More specifically, knowledge was identified as a key variable with innovation in family organizations. It is concluded that innovation and knowledge resources have the strongest influence on family firm performance The effect of innovation was the strongest overall performance indicator from the study. Based on this finding and from previous research, it appears safe to say that innovation contributes to improved firm performance in both family and non-family firms. SMES should manage their business with regard to the development of new and existing products and services, proactiveness and calculated risk-taking, innovative marketing, and others as suggested by the innovation variable. Therefore, even though the development of an innovative company culture can be complex and a time -consuming process, this may result in benefits to the firm. Policy-makers may need to afford a means of identifying the resources that include innovation and knowledge as this may affect the performance of small family firms The findings in this study are perhaps most interesting with regard to knowledge. Family firms showed a result that is consistent with the literature, which argues that knowledge resources have perhaps the greatest ability of all resources to serve as a source of sustain -able competitive advantage (see, for example, Gold et al. 2001. Knowledge permits a firm to predict more accurately the nature and commercial potential of changes in the environ -ination of knowledge that can enhance firm performance (Leonard and Sensiper 1998 which is often found in family firms Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 11 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 The relationship between a family firm's knowledge-based resources and performance should influence the way a firm is organized to exploit these resources (Wiklund and Shepherd 2003. Similar to many emerging concepts, it is acknowledged that the con -structs and theory surrounding knowledge in terms of its content, use, and role within an organization are often complex (Skilton 2009. While this research has approached the analysis from the perspective of an organization, it can be studied from its content or from individuals. The processes of knowledge acquisition, conversion, and application form a perspective for a framework of knowledge integration within an organization (Gold et al. 2001 Knowledge resources are known to be critical for firms for two main reasons. First knowledge resources lay an early foundation for competitive advantage as the founding family or entrepreneur/team possess only their initial ideas about the opportunity Through a variety of activities, including searches of networks (Dubini and Aldrich 1991), the idea can be investigated further and refined. Synthesizing this information aids in revealing the overall potential of the opportunity and provides the basis for a strategic foundation from which to build the venture (West and Noel 2009. The syn -thesizing of information is ultimately distinctive for each venture and exhibits the char -acteristics of resource-based theory as being valuable, rare, inimitable, and non -substitutable (Barney 1991 Second, knowledge resources can lead to the development of other important re -sources (Gilbert et al. 2008. The sharing of information and understanding about op -portunities enable firms to attract other human capital, financial investment, or technological capabilities (Zahra et al. 2007. Brush et al. 2001) found that complex intangible knowledge resources possessed by the founders were key to acquiring other resources. Recent research showing support for knowledge resources are supported by West and Noel (2009), who found that knowledge resources generated by individuals can be used to enhance firm performance. These findings point to knowledge providing a foundation for other resource bundles to be accumulated and developed by the firm and help explain the significant results in family firms There was a surprising lack of support for knowledge resources in non-family firms Non-family results from Model 3 (Î=0. 11, t=0. 88, and 22%of the variance explained are in contrast to the previous discussion regarding the importance of knowledge re -sources and knowledge management. In the context of the current research, this find -ing may be explained partially due to tacit knowledge necessary for advantages in family firms. That is, the unique effect of the family firm on performance and the spe -cific interaction of innovation must be considered together with other factors to fully understand family firm performance Research has suggested that persistence with a certain focus (or strategy) can be det -rimental (Audia et al. 2000. Tzabbar et al. 2008) suggested that the underlying theor -ies suggesting that more knowledge is always better may not be correct. They argue that boundaries exist for knowledge resources and that the effectiveness of the know -ledge is limited to the degree of complementarities with other types of learning as often found with family firms. The result for non-family firms may reflect this reasoning The regression testing in the final model showed that firm age had some influence on the relationships for family firms with regard to knowledge and innovation (Î=â'0. 12 t=â'2. 55, p<.05. This negative result indicates that older firms have lower Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 12 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 performance, everything else constant. This finding could indicate that as firms become less innovative as they age, they become more bureaucratic over time with increases in size and scope, for example, an increasing reliance on specific customers, suppliers, or markets The theoretical implications of this research strongly support the notion that family firms possess a predisposition for innovation and the successful management of know -ledge resources. The relationship between family firms'innovation and performance should consider knowledge-based capabilities and the processes involved with the ac -quisition and management of this resource, and influence the way a firm is organized to exploit knowledge. Thus, a close link between innovation and knowledge exists Innovation has emerged over the last several years as a dominant perspective in entre -preneurship research, and this research has aligned with prior recent research that this concept indeed has potential to explain performance in smaller family-owned organiza -tions (Lichtenthaler and Muethel 2012 Innovative features are often firm-specific, and difficult and time-consuming to imi -tate, making them potential sources of competitive advantage (Dierickx and Cool 1989). ) Managers in smaller companies should attempt to incorporate this innovative orientation into strategic planning and decision-making. As family firms are often man -aged by key family member executives, often only a few are involved in the decision -making process. Therefore, the influence of innovation should resonate within the CEO or team members in order to affect the firm performance Managers are challenged to provide an organizational culture that encourages em -ployees to actively participate in learning and effective knowledge sharing. Importantly knowledge resources are socially complex and are difficult to be imitated by competi -tors (Chuang 2004. The accumulation of knowledge is important early in the life cycle of firms as it can establish sustainability through its characteristics (West and Noel 2009), and therefore, knowledge may have implications for long-term growth. For ex -ample, research suggests linkages between education and economic development and in general concludes that the more educated the citizens the more entrepreneurial they tend to be and thus more rapid economic growth (Florida 2002. Further, knowledge has been tied to the development in the number of SMES in economies (Petrakis and Kostis 2012 Through establishing a link between knowledge, innovation, and firm performance this research serves to inform managers that firms need to be managed effectively for overall knowledge management capability. Effective management of knowledge re -sources involves the focus on processes that involve a variety of different aspects, from the acquisition of new knowledge to the application of that knowledge. Government and other support institutions should consider establishing training programs for im -proving managerial knowledge and competency in strategic planning. While this re -search may not be able to address all potential obstacles that managers face in their quest to create successful high-growth firms, it does imply that certain firms may be predisposed to successful knowledge integration. Specifically, firms that exhibit expert -ise along the dimensions of process elements (acquisition, transformation, and conver -sion of knowledge) will tend to experience higher levels of performance Limitations include drawing from a convenience sample across multiple industries which may prove problematic for generalizability. However, on the basis of testing Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 13 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 discussed in the †Sample†subsection of the †Methods†section, we are confident in the validity and reliability of the sample. The cross-sectional nature of the data collection limits potential findings, and it is unclear if similar results would be found in a com -parison of large companies. As innovation and knowledge resources and capabilities are accumulated and managed over time, a longitudinal approach would provide more reliable data. While this research combined two samples from different countries, evi -dence of how this process can enhance the study was presented. The current study uti -lized the variable †performance†as a subjective measure, as opposed to other more common measures such as profitability or sales. Thus, results should be considered within these limitations. This study revealed insight between variables and that they may be hierarchical, but further examination through path analysis would help in ex -ploring relationships in more detail As discussed previously, combining the two samples in Australia and the USA is ac -ceptable with reference to Hofstede's dimensions of culture (Hofstede 1991; Reynolds et al. 2004), and statistical testing showed that there is little to be determined from sep -arating the two samples in the results of this study. Support of these variables in both sets of data in this study is consistent with prior research, suggesting that the direct im -pact of national culture on variables is not evident as entrepreneurs share similar sets of values regardless of culture (Mcgrath et al. 1992 Western nations have benefited long from a stable infrastructure, steady supply of capital, and abundance of skilled labor and technology (Ebert and Griffin 2005 Jorgenson 2001. Such conditions aided in the establishment of economic systems sup -portive of innovative capacity and knowledge-based competencies, which are a domin -ant driver of wealth creation and employment (Lee and Peterson 2000. Similarly, many Western nations such as some European countries, Japan, Australia, and New zealand have factored consistently in recent entrepreneurship studies as being conducive to entrepreneurship (Busenitz et al. 2000; Autio 2005. Thus, the question of whether the findings are specific to Australia and the USA (or Western countries in general) or per -haps more universal is debateable Future research opportunities may exist to understand the role of innovation at varying points in time during the evolution of family firms. Do the dimensions of the innovation scale become less important for example? Additionally, consideration of variables that can affect the innovation-performance relationship could be an important area for research in the family firm field. Future research could benefit from a closer examination of the findings with regard to knowledge and innovation in family firms, for example, as a moderator/mediator relationship. Managing knowledge resources within an organization requires several elements. These have been described as acquisition-oriented processes conversion-oriented processes, and application-oriented processes (Gold et al. 2001). The notion of how knowledge is acquired and how it is assembled and restructured can pro -vide a competitive advantage for a company (Lee et al. 2005) and may provide an interest -ing future study. Finally, objective performance measures may yield different results with performance data that could be verified independently Though recent research on family firms has begun to yield findings about perform -ance in family firms, the application of innovation and knowledge in the realm of small firms provides a refined view of the conditions necessary that can lead to superior per -formance in family SMES. This research argues that innovation and knowledge samples, greater stability can be achieved through an increase in the sample size. The Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 14 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 benefits of an increased sample size outweigh the disadvantages, through developing a more reliable sampling group by combining the two subgroups. Research suggests that this method can be appropriate when the research design is consistent by ensuring con -stant definitions, measurements, models, and variables (Kish 1994). This process, or a †multipopulation design, †allows a combination of samples, and is indeed very efficient if the sample design and allocation are adhered to (Kish 1994, p. 168. While the firms have differing industry backgrounds, research conducted by Crook et al. 2008) showed no significant differences across small and large firms or service versus manufacturing firms. This suggests that performance and resources such as knowledge and innovation are important across a range of contexts (Crook et al. 2008 Sample The population of interest in this study was family and non-family SMES, with 430 use -able surveys returned. The majority of the responses were received electronically and the remainder personally delivered to random businesses that fit the SME criteria. This study utilized combined samples from Australia and the USA and was done for two main reasons: First, research suggests that Australian and US societies share many of the same characteristics: economically, socially, politically, etc. and most Western soci -eties hold similar individualist cultural values (Hofstede 1991. Thus, responses are not expected to differ greatly between samples Second, from a methodological perspective, by combining and aggregating the two resources are the most critical for family SMES. The empirical study examines 430 firms and contributes to our knowledge about performance in SMES in both family and non -family firms. While the firms have differing industry backgrounds, research conducted by Crook et al. 2008) showed no significant differences across small and large firms or ser -vice versus manufacturing firms. Small businesses do however face enormous challenges and policy-makers will need to address issues presented in this research and elsewhere to maintain and develop a strong economic presence. These include factors such as encour -aging a strong innovation culture and the development of knowledge resources. As core elements in the findings of this research, these concepts are essential, both individually and collectively, for the creation of more successful family businesses Methods Currently, the SBA defines a business concern as one that is organized for profit; has a place of business in the USA; operates primarily within the USA; makes a significant contribution to the US economy through the payment of taxes or the use of American products, materials, or labor; is owned independently and operated; and is dominant in its field on a national basis. The business may be a sole proprietorship, partnership corporation, or any other legal form. Size standards categorize small business in the USA that are determined through a set of guidelines administered by the SBA and vary according to industry. Generally, †small†in the USA is considered to be fewer than 100 employees, and medium-sized is under 500 employees (Headd and Saade 2008 However, due to the convenience sampling procedure implemented in this research further testing was conducted to enhance generalizability. First, a chi-square test Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 15 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 showed no significant difference between the US and Australian samples. Second, a regression analysis with each sample was conducted to investigate whether the two samples varied from the findings of the combined data sets in terms of nationality and industry. In order to test for country effects, the data were broken into two sub -sets:( (1) US family and non-family respondents and (2) Australian family and non -family respondents. In addition, the sample was tested also for field effects due to the sample being derived from various industries. Findings confirm that in all cases the country effect and field effects of industry have no significantly different effect on the results when compared to the combined samples. The results of these regres -sion analyses follow First, hierarchical regression analysis conducted on the US sample indicated no sig -nificance for the control variables age and firm size for family and non-family samples The same result was found in the Australian sample. Second, the first independent variable introduced in the model, †knowledge, †had a significant result in both samples In the US family sample, the adjusted R2 is 0. 39 and significant at the 1%level (Î =0. 61, t=10.52, p<.01) and is mirrored in the non-family sample. The Australian data had less explanation in the family sample, and the adjusted R2 was 0. 15 but significant at the 1%level (Î=0. 39, t=4. 42, p<.01 As described earlier, parallel testing was conducted for all non-family samples with comparable results for each data set. For example, the hierarchical model with the innovation variable in the US family data set explained 42%of the variance and was sig -nificant at the 1%level (Î=2. 91, t=3. 09, p<.01. Again, this was concurrent with the Australian findings (R2=0. 42, Î=0. 69, t=7. 03, p<.01. Non-family results also followed this pattern Similar tests were conducted for the innovation variable in both subsets with results echoing the final results. That is, innovation had increased an presence in the final model overshadowing knowledge resources. In the US sample, the adjusted R2 is 0. 39 and significant at the 1%level (Î=0. 61, t=10.52, p<.01. In the Australian sample the adjusted R2 is 0. 15 and significant at the 1%level (Î=0. 39, t=4. 42, p<.01 As the data were collected from various industries, they were tested in further regres -sion analysis for possible industry effects. Initial hierarchical regression testing follow -ing the same procedure utilizing age and firm size as control variables and introducing knowledge and innovation variables utilizing different industries such as retail and non -retail was analyzed. Once again, similar results were obtained with retail and non-retail industries showing no significance with the control variables. Once again, significance was demonstrated with the knowledge variable being introduced, for example, in retail Î=0. 51, t=9. 70, p<.01) and the full model having an adjusted R2=0. 27. When the innovation variable is introduced, again, similar previous results were found: retail ad -justed R2=0. 44 (Î=0. 61, t=6. 41, p<.01) and non-retail adjusted R2=0. 34 (Î=0. 48 t=6. 0, p<.01 Finally, there remains the widespread use of convenience sampling in both entrepre -neurship and family research. For example, a meta-analysis of the family research field by Bird et al. 2004) found that 66%of all articles used convenience sampling. Thus, it was considered appropriate to combine both Australian and US samples for the final regression analyses. In total, 430 useable responses were received, and family firms numbered 293 and non-family consisted of 137 companies from the entrepreneurship, SME, and strategy literature (for example, Covin and Slevin Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 16 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 1989; Edelman et al. 2005; Gundry and Welsch 2001; Hitt and Ireland 2000; Lee and Sukoco 2007; Wiklund and Shepherd 2003. Pretests regarding the clarity of the survey were conducted with firms of varying sizes and belonging to different sectors, as well as academics. Based on their recommendations, final versions of both survey instru -ments were completed Knowledge Knowledge is described as the continuous process of managing all knowledge in order to anticipate current and future needs, to identify and exploit existing and acquired know -ledge, as well as to develop new opportunities (Carrillo et al. 2004; Quintas et al. 1997 Personal/mail survey The survey with a covering letter was dispersed in Australia and the USA via email and in person. Two versions of the survey instrument: mail and online, were administered. The online survey was administered through three emails. The personal delivery method is ac -knowledged to increase response rates as completed responses can help (a) establish rap -port with respondents while introducing the survey, (b) provide clarifications if needed quickly, and (c) collect the questionnaire immediately (Cavana et al. 2001. Furthermore personal contact and networks can be utilized to find appropriate additional participants following the snowball sampling method described by Neuman (2003 Scale development Innovation Early research has examined the important role of innovation within entrepre -neurship (Schumpeter 1947. Therefore, in order to measure innovation, several di -mensions were included in a 12-item, seven-point Likert scale. First, new product development is an area that demonstrates where companies have exhibited innovative capability, and we have developed four items that include (1) the number of new products developed and (2) the emphasis of product development and innovation within the firm. In addition, existing unique products/services in the company's port -folio are investigated. In order for innovation to occur, entrepreneurs should be for -ward thinking and exhibit opportunity recognition and exploitation skills, three items that measured the willingness of firms to take on new opportunities and also their willingness to adjust their business as necessary in order to exploit them. The pro -active nature of firms to utilize opportunities was measured by action and decision -making shown in uncertain situations Innovation throughout an organization was examined also with regard to general business practices, such as whether firms search for new practices, are among the first to implement innovative processes and practices, and allocate resources to new and promising areas. The importance of innovative marketing practices has been recognized by several scholars (Hills et al. 2007; O†Dwyer et al. 2009. Creativity has been acknowl -edged as a possible key to innovative capacity; therefore, overall firm creativity and innovation in accomplishing company goals was included Most items in the innovation scale were sourced from questions in existing scales Following Alavi and Leidner (2001), the knowledge variable is described as a knowledge management process, which involves creating, storing/retrieving, transferring, and applying ion licit les of nd us -ure nd the m -egy ies Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 17 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 to grow and expand Two control variables were added to the final model: firm size and age. Firm size was measured using the number of employees and firm age using years in business. The scales were subjected to reliability and validity testing, and factor analysis was used to reduce the number of items in some scales. Hierarchical linear regression analysis was utilized to analyze the relationships between the variables in the final model Competing interests The authors declare that they have no competing interests Authors†contributions DP conceived the study, gathered the data, and drafted the manuscript. MS contributed to the research design and performed the statistical analysis. RJB contributed to the data analysis, coordination, and final editing. All authors have read and approved the final manuscript Received: 28 march 2013 Accepted: 31 may 2013 Published: 15 june 2013 References Achtenhagen, L, Naldi, L, & Melin, L. 2010). â€oebusiness growthâ€-do practitioners and scholars really talk about the same thing Entrepreneurship Theory and Practice, 34, 289†316 Alavi, M, & Leidner, D. 2001). Knowledge management and knowledge management systems: conceptual foundations and research issues. MIS Quarterly, 25 (1), 107†136 Allio, M. 2004. Family businesses: their virtues, vices and strategic path. Strategy and Leadership, 32, 24†34 Allocca, MA, & Kessler, EH. 2006). ) Innovation speed in small and medium-sized enterprises. Creativity and Innovation Management, 15 (3), 279†295 Amabile, TM. 1996). ) Creativity in context: update to the social psychology of creativity. Boulder: Westview Anderson, BS, & Eshima, Y. 2011). The influence of firm age and intangible resources on the relationship between entrepreneurial orientation and firm growth among Japanese SMES. Journal of Business Venturing doi: 10.1016/j. jbusvent. 2011.10.001 Anderson, R, & Reeb, D. 2003). Founding-family ownership and firm performance: evidence from S&p 500 Journal of Finance, 58, 1301†1327 Andres, C. 2008. Large shareholders and firm performance†an empirical examination of founding-family ownership Journal of Corporate Finance, 14, 431†445 Astrachan, JH, & Shanker, MC. 2003). ) â€oefamily businesses†contribution to the U s. economy: a closer look. Family business Review 16 (3), 211†219 Astrachan, JH, Zahra, SA, & Sharma, P. 2003). Family-sponsored ventures. Paper presented at the first annual global entrepreneurship symposium, New york, 29 apr 2003 Audia, P, Locke, E, & Smith, K. 2000). The paradox of success: an archival and a laboratory study of strategic persistence following a radical environmental change. The Academy of Management Journal, 43, 837†853 Autio, E. 2005. Global entrepreneurship monitor. Report on high-expectation entrepreneurship. Wellesley: London Business School/Mazars/Babson Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17, 99†120 knowledge. The creation process refers to the organizations'effort to gather informat and new knowledge from internal and external sources and then codify it into exp knowledge. The codification process is followed then by the storing process which enab fast retrieval in order to develop new knowledge for later use Performance Frequently used measures of performance criteria include profitability, ROI, number employees, and revenues. Each measure has strengths and weaknesses (Brush a Wanderwerf 1992; Mcgee et al. 1995. The acknowledged differences between ind tries in the sample require that characteristics of the industry in which the vent operates be taken into consideration when measuring performance (Sandberg a Hofer 1987. Therefore, subjective performance measures were utilized indicating perceptions on performance goals with regard to sales and growth compared to co petitors and an overall evaluation of performance. This follows the typology of strat of Miles and Snow (1978) to investigate the degree to which firms engage in strateg Bird, B, Welsch, H, Astrachan, JH, & Pistrui, D. 2004). Family business research: the evolution of an academic field Family business Review, 15 (4), 337†350 Block, JH. 2012). ) R&d investments and family firms: an agency perspective. Journal of Business Venturing, 27, 248†275 Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 18 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 Bruderl, J, & Preisendorfer, P. 2000). Fast growing businesses: empirical evidence from a German study. International Journal of Sociology, 30, 45†70 Brush, CG, Greene, PG, & Hart, MM. 2001). ) From initial idea to unique advantage: the entrepreneurial challenge of constructing a resource base. Academy of Management Executive, 15 (1), 64†80 Brush, CG, & Wanderwerf, PA. 1992). ) A comparison of methods and sources for obtaining estimates of new venture performance. Journal of Business Venturing, 7, 157†170 Burkart, M, Panunzi, F, & Shleifer, A. 2003). Family firms. Journal of Finance, 58 (5), 2167†201 Busenitz, LW, Gomez, C, & Spencer, JW. 2000). ) Country institutional profiles: unlocking entrepreneurial phenomena The Academy of Management Journal, 43 (5), 994†1003 Carney, M. 2005. Corporate governance and competitive advantage in family-controlled firms. Entrepreneurship Theory and Practice, 29, 249†266 Carrillo, P, Robinson, HI, Algghassani, A, & Anumba, C. 2004). Knowledge management in UK construction: strategies resources and barriers. Project Management Journal, 35 (1), 46 Cavana, RY, Delahaye, BL, & Sekaran, U. 2001). Applied business research: qualitative and quantitative methods. Milton: Wiley Chrisman, JJ, Chua, JH, & Sharma, P. 2005). Trends and directions in the development of a strategic management theory of the family firm. Entrepreneurship Theory and Practice, 29, 555†575 Chrisman, JJ, Kellermanns, FW, Chan, KC, & Liano, K. 2010). Intellectual foundations of current research in family business an identification and review of 25 influential articles. Family business Review, 23 (1), 9†26 Christenson, C. 1997. The innovator†s dilemma. Cambridge: Harvard Business school Press Chuang, S-H. 2004. A resource-based perspective on knowledge management capability and competitive advantage an empirical investigation. Expert systems with Applications, 27, 459†465 Cohen, WM, & Levinthal, DA. 1990). ) Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128†152 Covin, J, & Slevin, D. 1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10 (1), 75†87 Crook, TR, Ketchen, DJ, Jr, Combs, JG, & Todd, SY. 2008). ) Strategic resources and performance: a meta-analysis Strategic Management Journal, 29, 1141†1154 De Massis, A, Sharma, PA, Chua, JH, & Chrisman, JJ. 2012). ) Family business studies: an annotated bibliography. Northampton Edward Elgar Dess, GG, Pinkham, BC, & Yang, H. 2011). Entrepreneurial orientation: assessing the construct†s validity and addressing some of its implications for research in the areas of family business and organizational learning. Entrepreneurship Theory and Practice, 35 (5), 1077†1090 Dierickx, I, & Cool, K. 1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35 1504†1511 Dubini, P, & Aldrich, H. 1991). Personal and extended networks are central to the entrepreneurial process. Journal of Business Venturing, 10, 305†313 Ebert, RJ, & Griffin, RW. 2005). ) Business essentials. Upper Saddle River: Prentice hall Eddleston, KA, & Kellermanns, FW. 2007). ) Destructive and productive family relationships: a stewardship theory perspective Journal of Business Venturing, 22 (4), 545†565 Eddleston, KA, Kellermanns, FW, & Sarathy, R. 2008). Resource configuration in family firms: linking resources, strategic planning and technological opportunities to performance. Journal of Management Studies, 45, 26†50 Edelman, LF, Brush, CG, & Manolova, T. 2005). Co-alignment in the resource-performance relationship: strategy as a mediator Journal of Business Venturing, 20, 359†383 Florida, R. 2002. The rise of the creative class: and how it†s transforming work, leisure, community and everyday life New york: Basic books Gedajlovic, E, & Carney, M. 2010). Markets, hierarchies, and families: toward a transaction cost theory of the family firm Entrepreneurship Theory and Practice, 34, 1145†1172 Gilbert, BA, Mcdougall, PP, & Audretsch, DB. 2008). ) Clusters, knowledge spillovers and new venture performance an empirical examination. Journal of Business Venturing, 23 (4), 405†422 Glynn, MA. 1996). ) Innovative genius: a framework for relating individual and organizational intelligences to innovation The Academy of Management Review, 21, 1081†1111 Gold, AH, Malhotra, A, & Segars, AH. 2001). ) Knowledge management: an organizational capabilities perspective Journal of Management Information systems, 18, 185†214 Grant, RM. 1996). ) Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, 109†122 Greenwood, R, & Miller, D. 2010). Tackling design anew: getting back to the heart of organizational theory. Academy of Management Perspectives, 24, 78†88 Gudmunson, D, Tower, CB, & Hartman, FA. 2003). ) Innovation in small business: culture and ownership structure do matter Journal of Developmental Entrepreneurship, 8, 1†17 Gundry, HP, & Welsch, LK. 2001). ) The ambitious entrepreneur: high growth strategies of women-owned enterprises Journal of Business Venturing, 16, 453†470 Hambrick, DC, & D†Aveni, RA. 1988). ) Large corporate failures as downward spirals. Administrative Science Quarterly, 33, 1†23 Harrison, LE, & Huntington, SP. 2000). ) Culture matters: how values shape human progress. New york: Basic books Hauschild, S, Licht, T, & Stein, W. 2001). Creating a knowledge culture. The Mckinsey Quarterly, 1, 74†81 Headd, B, & Saade, R. 2008). Do business definition decisions distort small business research results? Washington, D c Office of Advocacy of the U s. Small Business Administration Heck, RKZ, & Trent, E. 1999). The prevalence of family business from a household sample. Family business Review, 12, 209†224 Helfat, CC. 1994). ) Firm specifity in corporate applied R&d. Organization Science, 5 (2), 173†184 Hills, GE, Hultman, CM, & Miles, MP. 2007). ) The evolution and development of entrepreneurial marketing. Journal of Small Business Management, 46 (1), 99†112 Hitt, MA, & Ireland, RD. 2000). ) The intersection of entrepreneurship and strategic management research. In DL Sexton & H Landstrom (Eds. The Blackwell handbook of entrepreneurship (pp. 45†63. Oxford: Blackwell Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 19 of 20 http://www. innovation-entrepreneurship. com/content/2/1/14 Hofstede, G. 1991. Cultures and organizations: software of the mind. London: Mcgraw-hill Holt, DT, Rutherford, MW, & Kuratko, DF. 2010). ) Advancing the field of family business research: further testing the measurement properties of the F-PEC. Family business Review, 23 (1), 76†88 Jorgenson, DW. 2001). ) Information technology and the U s. economy. The American Economic Review, 91 (1), 1†32 Katz, N, & Du Preez, N. 2008). The role of knowledge management in supporting a radical innovation project. In A Bernard & S Tichkiewitch (Eds. Methods and tools for effective knowledge life-cycle management (pp. 331†346 Amsterdam: Springer Kaya, N, & Patton, J. 2011). The effects of knowledge-based resources, market orientation and learning orientation on innovation performance: an empirical study of Turkish firms. Journal of International Development, 23, 204†219 Kellermanns, FW, Eddleston, KA, Barnett, T, & Pearson, A. 2008). Family member characteristics and involvement: effect on entrepreneurial behavior in the family firm. Family business Review, 21, 1†14 Kellermanns, FW, Eddleston, KA, Sarathy, R, & Murphy, F. 2010). Innovativeness in family firms: a family influence perspective Small Business Economics, 38 (1), 85†101 Kirzner, I. 1979. Perception, opportunity, and profit. Chicago: University of Chicago Press Kish, L. 1994. Multipopulation survey designs. International Statistical Review, 62, 167†186 Klein, SB. 2000). ) Family business in Germany: significance and structure. Family business Review, 13 (3), 157†181 Laursen, K, & Salter, A. 2006). Open for innovation: the role of openness in explaining innovation performance among UK manufacturing firms. Strategic Management Journal, 27 (2), 131†150 Le Breton-Miller, IL, & Miller, D. 2006). Why do some family businesses out compete? Governance, long-term orientations and sustainable capability. Entrepreneurship Theory and Practice, 30, 731†746 Lee, KC, Lee, S, & Kang, IW. 2005). ) KMPI: measuring knowledge management performance, information and management Information management, 42 (3), 469†482 Lee, SM, & Peterson, SJ. 2000). ) Culture, entrepreneurial orientation and global competitiveness. Journal of World Business 35 (4), 401†416 Lee, SM, & Sukoco, BM. 2007). ) The effects of entrepreneurial orientation and knowledge management capability on organizational effectiveness in Taiwan: the moderating role of social capital. International Journal of Management 24 (3), 549†572 Leonard, D, & Sensiper, S. 1998). The role of tacit knowledge in group innovation. California Management Review 40 (3), 112†132 Liao, J, Kickul, JR, & Ma, H. 2009). Organizational dynamic capability and innovation: an empirical examination of internet firms. Journal of Small Business Management, 47 (3), 263†286 Lichtenthaler, U, & Muethel, M. 2012). The impact of family involvement on dynamic innovation capabilities: evidence from German manufacturing firms. Entrepreneurship Theory and Practice. doi: 10.1111/j. 1540-6520.2012.00548. x Ling, Y, & Kellermanns, FW. 2009). ) The effects of family firm specific sources of TMT diversity: the moderating role of information exchange frequency. Journal of Management Studies, 47 (2), 322†344 Lumpkin, GT, Brigham, KH, & Moss, TW. 2010). ) Long-term orientation: implications for the entrepreneurial orientation and performance of family firms. Entrepreneurship & Regional Development, 22 (3), 1†24 Lumpkin, GT, & Dess, GG. 1996). ) Clarifying the entrepreneurial orientation construct and linking it to performance The Academy of Management Review, 21 (1), 35†172 Martin, WL, & Lumpkin, GT. 2003). ) From entrepreneurial orientation to â€oefamily orientationâ€: generational differences in the management of family business. In WD Bygrave (Ed.),Frontiers of entrepreneurship research: proceedings of the 23rd annual entrepreneurship research conference (pp. 309†321. Babson Park: Babson College Mccann, JE, Leon-Guerrero, AY, & Haley, JD. 2001). ) Strategic goals and practices of innovative family businesses Journal of Small Business Management, 39, 50†59 Mcconaugby, DL, Matthews, CH, & Fialko, AS. 2001). ) Founding family controlled firms: performance, risk and value Journal of Small Business Management, 39, 31†49 Mcevily, SK, & Chakravarthy, B. 2002). The persistence of knowledge-based advantage: an empirical test for product performance and technological knowledge. Strategic Management Journal, 23 (4), 285†305 Mcgee, JE, Dowling, MJ, & Megginson, WL. 1995). ) Cooperative strategy and new venture performance: the role of business strategy and management experience. Strategic Management Journal, 16 (7), 565†580 Mcgrath, RG. 2001). ) Exploratory learning, innovative capacity, and managerial oversight. The Academy of Management Journal 44, 118†131 Mcgrath, RG, Mcmillan, IC, & Scheinberg, S. 1992). Elitists, risk-takers and rugged individualists? An exploratory analysis of cultural differences between entrepreneurs and non-entrepreneurs. Journal of Business Venturing, 7, 115†135 Miles, R, & Snow, C. 1978). Organizational strategy, structure and process. New york: Mcgraw-hill Miller, DJ, Fern, MJ, & Cardinal, LB. 2007). The use of knowledge for technological innovation within diversified firms The Academy of Management Journal, 50 (2), 308†326 Miller, D, & Le Breton-Miller, I. 2006). Family governance and firm performance: agency, stewardship, and capabilities Family business Review, 19, 73†87 Miller, D, Le Breton-Miller, I, & Lester, RH. 2011). ) Family and lone founder ownership and strategic behavior: social context identity and institutional logics. Journal of Management Studies, 48 (1), 2†25 Miller, D, & Shamsie, J. 1996). The resource-based view of the firm in two environments: the Hollywood film studios from 1936 to 1965. The Academy of Management Journal, 39, 519†543 Moreno, AM, & Casillas, JC. 2008). ) Entrepreneurial orientation and growth of SMES: a causal model. Entrepreneurship Theory and Practice, 32, 507†528 Naldi, L, Nordqvist, M, Sjoberg, K, & Wiklund, J. 2007). Entrepreneurial orientation, risk-taking, and performance in family firms. Family business Review, 20 (1), 33†47 Neuman, WL. 2003). ) Social research methods: qualitative and quantitative approaches (5th ed.).Boston Allyn & Bacon Nonaka, I, Toyama, R, Konno, N, & Seci, B. 2000). Leadership: a unified model of dynamic knowledge creation Long Range Planning, 33, 5†34 Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14 Page 20 of 20 http://www. innov Nordqvist, M. 2012. Understanding strategy processes in family firms: exploring the roles of actors and arenas International Small Business Journal, 30 (1), 24†40 O†Boyle, E, Jr, Pollack, JM, & Rutherford, MW. 2012). ) Exploring the relationship between family involvement and firms†finance performance: a meta-analysis of main and moderator effects. Journal of Business Venturing, 27, 1†18 O†Dwyer, M, Gilmore, A, & Carson, D. 2009). Innovative marketing in SMES. European Journal of Marketing, 43 (1/2), 46†61 Pavitt, K. 1991. What makes basic research economically useful? Research Policy, 20 (2), 109†119 Peng, MW, & Jiang, Y. 2010). Institutions behind family ownership and control in large firms. Journal of Management Studies 47, 253†273 Petrakis, PE, & Kostis, PC. 2012). ) The role of knowledge and trust in SMES. Journal of the Knowledge Economy, 1†20 doi: 10.1007/s13132-012-0115-6 Porter, ME. 1996). ) What is strategy? Harvard Business Review, 74 (6), 61†78 Quintas, P, Lefrere, P, & Jones, G. 1997). Knowledge management: a strategic agenda. Long Range Planning, 30, 385†391 Reynolds, PD, Bygrave, WD, Autio, E, Arenius, P, Fitzsimons, P, Minniti, M, Murray, S, O†Goran, C, & Roche, F. 2004). Global Entrepreneurship Monitor (GEM) 2003 global report. Wellesley: Babson/London Business school/Kauffman Foundation Reynolds, PD, & White, SB. 1997). ) The entrepreneurial process: economic growth, men, women, and minorities. Westport Quorom Books Rigby, D, & Zook, C. 2002). Open-market innovation. Harvard Business Review, 80 (10), 80†89 Ruef, M, Aldrich, HE, & Carter, NM. 2002). ) Don†t go to strangers: homophily, strong ties, and isolation in the formation of organizational founding teams. Chicago: American Sociological Association Meeting Rumelt, RP. 1984). ) Toward a strategic theory of the firm. In R Lamb (Ed.),Competitive strategic management (pp. 556†570 Englewood Cliffs: Prentice hall Sandberg, WR, & Hofer, CW. 1987). ) Improving new venture performance: the role of strategy, industry structure and the entrepreneur. Journal of Business Venturing, 2 (1), 5†28 Schumpeter, J. 1947. The creative response to economic history. Journal of Economic History, 7, 149†159 Shane, S. 2000. Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11, 448†469 Sharma, P. 2004. An overview of the field of family business studies: current status and directions for the future Family business Review, 17 (1), 1†36 Sharma, P, Chrisman, JJ, & Gersick, KE. 2012). 25 years of family business review: reflections on the past and perspectives for the future. Family business Review, 25, 5†15 Short, JC, Payne, GT, Brigham, KH, Lumpkin, GT, & Broberg, JC. 2009). ) Family business and entrepreneurial orientation in publicly traded businesses: a comparative analysis of the S&p 500. Family business Review, 22, 9†24 Sirmon, DG, Arregle, J-L, Hitt, MA, & Webb, JW. 2008). ) The role of family influence in strategic response to the threat of imitation. Entrepreneurship Theory and Practice, 32, 979†998 Skilton, PF. 2009). ) Knowledge based resources, property based resources and supplier bargaining power in Hollywood motion picture projects. Journal of Business Venturing, 62, 834†840 Skyrme, D, & Arnindon, D. 1997). Creating the knowledge-based business. London: Business intelligence Smith, WK, & Lewis, MW. 2011). ) Toward a theory of paradox: a dynamic equilibrium model of organizing. The Academy of Management Review, 36, 381†403 Spriggs, M, Yu, A, Deeds, D, & Sorenson, RL. 2012). ) Too many cooks in the kitchen: innovative capacity, collaborative network orientation, and performance in small family businesses. Family business Review. doi: 10.1177/0894486512468600 Steir, LP. 2009). ) Familial capitalism in global institutional contexts: implications for corporate governance and entrepreneurship in East asia. Asia Pacific Journal of Management, 26, 513†535 Teece, DJ, Pisano, G, & Shuen, A. 1997). Dynamic capabilities and strategic management. Strategic Management Journal 18 (7), 509†533 Tzabbar, D, Aharonson, BS, Ambugey, TL, & Al-Laham, A. 2008). When is the whole bigger than the sum of its parts Bundling knowledge stocks for innovative success. Strategic Organization, 6 (4), 375†406 Verhees, FJHM, & Meulenberg, MTG. 2004). ) Market orientation, innovativeness, product innovation, and performance in small firms. Journal of Small Business Management, 42, 134†154 Wang, HC, He, J, & Mahoney, JT. 2009). ) Firm-specific knowledge resources and competitive advantage: the roles of economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30, 1265†1285 West, GP, & Noel, TW. 2009). ) The impact of knowledge resources on new venture performance. Journal of Small Business Management, 47 (1), 1 Wiklund, J, & Shepherd, D. 2003). Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses. Strategic Management Journal, 24, 1307†1314 Wiklund, J, & Shepherd, D. 2005). Entrepreneurial orientation and small business performance: a configurational approach. Journal of Business Venturing, 20 (1), 71†91 Wolff, JA, & Pett, TL. 2006). ) Small-firm performance: modeling the role of product and process improvements. Journal of Small Business Management, 44 (2), 268†284 Zahra, SA. 2005). ) Entrepreneurial risk taking in family firms. Family business Review, 18 (1), 23†40 Zahra, SA, Hayton, JC, & Salvato, C. 2004). Entrepreneurship in family versus non-family firms: a resource-based analysis of the effect of organizational culture. Entrepreneurship Theory and Practice, 28 (4), 363†381 Zahra, SA, Neubaum, DO, & Larraneta, B. 2007). Knowledge sharing and technological capabilities: the moderating role of family involvement. Journal of Business Research, 60, 1070†1079 Zellweger, TM, & Nason, RS. 2008). ) A stakeholder perspective on family firm performance. Family business Review, 21, 203†216 Zhou, KZ, & Wu, F. 2010). Technology capability, strategic flexibility, and product innovation. Strategic Management Journal, 31 (5), 547†561 Nooteboom, B. 1994. Innovation and diffusion in small firms: theory and evidence. Small Business Economics, 6 (5), 327†347 ation-entrepreneurship. com/content/2/1/14 doi: 10.1186/2192-5372-2-14 Cite this article as: Price et al.:The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMES. Journal of Innovation and Entrepreneurship 2013 2: 14 Abstract Background Family business Innovation Knowledge Family firms and performance Results Descriptive industry statistics Firm size Firm age Multiple linear regression analysis Hierarchical regression results-family firms Hierarchical regression results-non-family firms Results from hypothesis testing Discussion and conclusion Methods Sample Personal/mail survey Scale development Innovation Knowledge Performance Competing interests Authors†contributions References <</ASCII85ENCODEPAGES false /Allowtransparency false /Autopositionepsfiles true /Autorotatepages/Pagebypage /Binding/Left /Calgrayprofile (Dot Gain 20 %/Calrgbprofile (srgb IEC61966-2. 1 /Calcmykprofile (U s. Web Coated 50swop 51 v2 /srgbprofile (srgb IEC61966-2. 1 /Cannotembedfontpolicy/Error /Compatibilitylevel 1. 4 /Compressobjects/Tags /Compresspages true /Convertimagestoindexed true /Passthroughjpegimages true /Createjobticket false /Defaultrenderingintent/Default /Detectblends true /Detectcurves 0. 1000 /Colorconversionstrategy/Leavecolorunchanged /Dothumbnails true /Embedallfonts true /Embedopentype false /Parseiccprofilesincomments true /Embedjoboptions true /DSCREPORTINGLEVEL 0 /Emitdscwarnings false /Endpage-1 /Imagememory 1048576 /Lockdistillerparams true /Maxsubsetpct 100 /Optimize true /OPM 1 /Parsedsccomments true /Parsedsccommentsfordocinfo true /Preservecopypage true /Preservedicmykvalues true /Preserveepsinfo true /Preserveflatness true /Preservehalftoneinfo false /Preserveopicomments false /Preserveoverprintsettings true /Startpage 1 /Subsetfonts true /Transferfunctioninfo/Apply /UCRANDBGINFO/Preserve /Useprologue false /Colorsettingsfile /Alwaysembed true /Neverembed true /Antialiascolorimages false /Cropcolorimages true /Colorimageminresolution 300 /Colorimageminresolutionpolicy/OK /Downsamplecolorimages true /Colorimagedownsampletype/Bicubic /Colorimageresolution 300 /Colorimagedepth-1 /Colorimagemindownsampledepth 1 /Colorimagedownsamplethreshold 1. 50000 /Encodecolorimages true /Colorimagefilter/DCTENCODE /Autofiltercolorimages true /Colorimageautofilterstrategy/JPEG /Coloracsimagedict <</QFACTOR 0. 15 /HSAMPLES 1 1 1 1/VSAMPLES 1 1 1 1 >>/Colorimagedict <</QFACTOR 0. 15 /HSAMPLES 1 1 1 1/VSAMPLES 1 1 1 1 >>/JPEG2000COLORACSIMAGEDICT <</Tilewidth 256 /Tileheight 256 /Quality 30 >>/JPEG2000COLORIMAGEDICT <</Tilewidth 256 /Tileheight 256 /Quality 30 >>/Antialiasgrayimages false /Cropgrayimages true /Grayimageminresolution 300 /Grayimageminresolutionpolicy/OK /Downsamplegrayimages true /Grayimagedownsampletype/Bicubic /Grayimageresolution 300 /Grayimagedepth-1 /Grayimagemindownsampledepth 2 /Grayimagedownsamplethreshold 1. 50000 /Encodegrayimages true /Grayimagefilter/DCTENCODE /Autofiltergrayimages true /Grayimageautofilterstrategy/JPEG /Grayacsimagedict <</QFACTOR 0. 15 /HSAMPLES 1 1 1 1/VSAMPLES 1 1 1 1 >>/Grayimagedict <</QFACTOR 0. 15 /HSAMPLES 1 1 1 1/VSAMPLES 1 1 1 1 >>/JPEG2000GRAYACSIMAGEDICT <</Tilewidth 256 /Tileheight 256 /Quality 30 >>/JPEG2000GRAYIMAGEDICT <</Tilewidth 256 /Tileheight 256 /Quality 30 >>/Antialiasmonoimages false /Cropmonoimages true /Monoimageminresolution 1200 /Monoimageminresolutionpolicy/OK /Downsamplemonoimages true /Monoimagedownsampletype/Bicubic /Monoimageresolution 1200 /Monoimagedepth-1 /Monoimagedownsamplethreshold 1. 50000 /Encodemonoimages true /Monoimagefilter/CCITTFAXENCODE /Monoimagedict <</K-1 >>/Allowpsxobjects false /Checkcompliance /None /PDFX1ACHECK false /PDFX3CHECK false /PDFXCOMPLIANTPDFONLY false /PDFXNOTRIMBOXERROR true /PDFXTRIMBOXTOMEDIABOXOFFSET 0. 00000 0. 00000 0. 00000 0. 00000 /PDFXSETBLEEDBOXTOMEDIABOX true /PDFXBLEEDBOXTOTRIMBOXOFFSET 0. 00000 0. 00000 0. 00000 0. 00000 /PDFXOUTPUTINTENTPROFILE (None /PDFXOUTPUTCONDITIONIDENTIFIER /PDFXOUTPUTCONDITION /PDFXREGISTRYNAME /PDFXTRAPPED/False /Createjdffile false /Description <</ARA<FEFF06270633062A062E062F0645002006470630064700200627064406250639062F0627062F062 062a002006440625064606340627062100200648062b062706260642002000410064006f0062006 002000500044004600200645062a064806270641064206290020064406440637062806270639062 002006300627062a002006270644062c0648062f0629002006270644063906270644064a0629002 064506460020062e06440627064400200627064406370627062806390627062a002006270644064 0643062a0628064a062900200623064800200623062c06470632062900200625062c06310627062 00200627064406280631064806410627062a061b0020064a06450643064600200641062a062d002 0648062b06270626064200200050004400460020062706440645064606340623062900200628062 0633062a062e062f062706450020004100630072006f0062006100740020064800410064006f006 00650020005200650061006400650072002006250635062f0627063100200035002e00300020064 0627064406250635062f062706310627062a0020062706440623062d062f062b002e00200645063 0020005000440046002f0041060c0020062706440631062c062706210020064506310627062c063 06290020062f0644064a0644002006450633062a062e062f06450020004100630072006f0062006 0074061b0020064a06450643064600200641062a062d00200648062b06270626064200200050004 0046002006270644064506460634062306290020062806270633062a062e062f062706450020004 00630072006f0062006100740020064800410064006f00620065002000520065006100640065007 002006250635062f0627063100200035002e0030002006480627064406250635062f06270631062 062a0020062706440623062d062f062b002e >/BGR<FEFF04180437043F043E043B043704320430043904420435002004420435043704380020043D043 044104420440043e0439043a0438002c00200437043000200434043000200441044a04370434043 0432043004420435002000410064006f00620065002000500044004600200434043e043a0443043 0435043d044204380020043704300020043a0430044704350441044204320435043d0020043f043 0447043004420020043d04300020043d043004410442043e043b043d04380020043f04400438043 04420435044004380020043800200443044104420440043e0439044104420432043000200437043 0020043f04350447043004420020043d04300020043f0440043e0431043d0438002004400430043 043f0435044704300442043a0438002e002000200421044a04370434043004340435043d0438044 0435002000500044004600200434043e043a0443043c0435043d044204380020043c043e0433043 04420020043404300020044104350020043e0442043204300440044f04420020044100200041006 0072006f00620061007400200438002000410064006f00620065002000520065006100640065007 00200035002e00300020043800200441043b0435043404320430044904380020043204350440044 04380438002e >/CHS<FEFF4F7F75288FD94E9B8BBE5B9A521B5EFA7684002000500044004600206587686353EF901A8FC 684c976262535370673a548c002000700072006f006f00660065007200208fdb884c9ad88d2891c 62535370300260a853ef4ee54f7f75280020004100630072006f0062006100740020548c0020004 0064006f00620065002000520065006100640065007200200035002e003000204ee553ca66f49ad 7248672c676562535f00521b5efa768400200050004400460020658768633002 >/CHT<FEFF4F7F752890194E9B8A2D7F6E5EFA7ACB7684002000410064006F00620065002000500044004 002065874ef653ef5728684c9762537088686a5f548c002000700072006f006f006600650072002 4e0a73725f979ad854c18cea7684521753706548679c300260a853ef4ee54f7f752800200041006 0072006f0062006100740020548c002000410064006f00620065002000520065006100640065007 00200035002e003000204ee553ca66f49ad87248672c4f86958b555f5df25efa7acb76840020005 00440046002065874ef63002 >/CZE<FEFF005400610074006F0020006E006100730074006100760065006E00ED00200070006F0075017 0069006a007400650020006b0020007600790074007600e101590065006e00ed00200064006f006 0075006d0065006e0074016f002000410064006f006200650020005000440046002000700072006 0020006b00760061006c00690074006e00ed0020007400690073006b0020006e006100200073007 006f006c006e00ed006300680020007400690073006b00e10072006e00e10063006800200061002 006e00e1007400690073006b006f007600fd006300680020007a0061015900ed007a0065006e00e 00630068002e002000200056007900740076006f01590065006e00e900200064006f006b0075006 0065006e007400790020005000440046002000620075006400650020006d006f017e006e00e9002 006f007400650076015900ed007400200076002000700072006f006700720061006d00650063006 0020004100630072006f00620061007400200061002000410064006f00620065002000520065006 00640065007200200035002e0030002000610020006e006f0076011b006a016100ed00630068002 >/DAN<FEFF004200720075006700200069006E0064007300740069006C006C0069006E006700650072006 0065002000740069006c0020006100740020006f007000720065007400740065002000410064006 006200650020005000440046002d0064006f006b0075006d0065006e00740065007200200074006 006c0020006b00760061006c00690074006500740073007500640073006b007200690076006e006 006e006700200065006c006c006500720020006b006f007200720065006b007400750072006c00e 0073006e0069006e0067002e0020004400650020006f00700072006500740074006500640065002 005000440046002d0064006f006b0075006d0065006e0074006500720020006b0061006e002000e 0062006e00650073002000690020004100630072006f00620061007400200065006c006c0065007 0020004100630072006f006200610074002000520065006100640065007200200035002e0030002 006f00670020006e0079006500720065002e >/DEU<FEFF00560065007200770065006E00640065006E002000530069006500200064006900650073006 002000450069006e007300740065006c006c0075006e00670065006e0020007a0075006d0020004 0072007300740065006c006c0065006e00200076006f006e002000410064006f006200650020005 00440046002d0044006f006b0075006d0065006e00740065006e002c00200076006f006e0020006 0065006e0065006e002000530069006500200068006f00630068007700650072007400690067006 00200044007200750063006b006500200061007500660020004400650073006b0074006f0070002 0044007200750063006b00650072006e00200075006e0064002000500072006f006f0066002d004 0065007200e400740065006e002000650072007a0065007500670065006e0020006d00f60063006 00740065006e002e002000450072007300740065006c006c007400650020005000440046002d004 006f006b0075006d0065006e007400650020006b00f6006e006e0065006e0020006d00690074002 004100630072006f00620061007400200075006e0064002000410064006f0062006500200052006 006100640065007200200035002e00300020006f0064006500720020006800f6006800650072002 0067006500f600660066006e00650074002000770065007200640065006e002e >/ESP<FEFF005500740069006C0069006300650020006500730074006100200063006F006E00660069006 0075007200610063006900f3006e002000700061007200610020006300720065006100720020006 006f00630075006d0065006e0074006f0073002000640065002000410064006f006200650020005 004400460020007000610072006100200063006f006e00730065006700750069007200200069006 0070007200650073006900f3006e002000640065002000630061006c00690064006100640020006 006e00200069006d0070007200650073006f0072006100730020006400650020006500730063007 00690074006f00720069006f00200079002000680065007200720061006d00690065006e0074006 007300200064006500200063006f00720072006500630063006900f3006e002e002000530065002 00700075006500640065006e00200061006200720069007200200064006f00630075006d0065006 0074006f00730020005000440046002000630072006500610064006f007300200063006f006e002 004100630072006f006200610074002c002000410064006f0062006500200052006500610064006 007200200035002e003000200079002000760065007200730069006f006e0065007300200070006 00730074006500720069006f007200650073002e >/ETI<FEFF004B00610073007500740061006700650020006E0065006900640020007300E400740074006 006900640020006c006100750061002d0020006a00610020006b006f006e00740072006f006c006 007400f5006d006d006900730065007000720069006e0074006500720069007400650020006a006 006f006b00730020006b00760061006c00690074006500650074007300650074006500200041006 006f006200650020005000440046002d0064006f006b0075006d0065006e0074006900640065002 006c006f006f006d006900730065006b0073002e002e00200020004c006f006f006400750064002 005000440046002d0064006f006b0075006d0065006e00740065002000730061006100740065002 00610076006100640061002000700072006f006700720061006d006d00690064006500670061002 004100630072006f0062006100740020006e0069006e0067002000410064006f006200650020005 0065006100640065007200200035002e00300020006a00610020007500750065006d00610074006 002000760065007200730069006f006f006e00690064006500670061002e000d000a >/FRA<FEFF005500740069006C006900730065007A00200063006500730020006F007000740069006F006 00730020006100660069006e00200064006500200063007200e9006500720020006400650073002 0064006f00630075006d0065006e00740073002000410064006f006200650020005000440046002 0070006f007500720020006400650073002000e9007000720065007500760065007300200065007 002000640065007300200069006d007000720065007300730069006f006e0073002000640065002 006800610075007400650020007100750061006c0069007400e9002000730075007200200064006 007300200069006d007000720069006d0061006e007400650073002000640065002000620075007 006500610075002e0020004c0065007300200064006f00630075006d0065006e007400730020005 0044004600200063007200e900e90073002000700065007500760065006e0074002000ea0074007 00650020006f007500760065007200740073002000640061006e00730020004100630072006f006 00610074002c002000610069006e00730069002000710075002700410064006f006200650020005 0065006100640065007200200035002e0030002000650074002000760065007200730069006f006 007300200075006c007400e90072006900650075007200650073002e >/GRE<FEFF03A703C103B703C303B903BC03BF03C003BF03B903AE03C303C403B5002003B103C503C403A 03c2002003c403b903c2002003c103c503b803bc03af03c303b503b903c2002003b303b903b1002 03bd03b1002003b403b703bc03b903bf03c503c103b303ae03c303b503c403b5002003ad03b303b 03c103b103c603b1002000410064006f006200650020005000440046002003b303b903b1002003b 03ba03c403cd03c003c903c303b7002003c003bf03b903cc03c403b703c403b103c2002003c303b 002003b503ba03c403c503c003c903c403ad03c2002003b303c103b103c603b503af03bf03c5002 03ba03b103b9002003b403bf03ba03b903bc03b103c303c403ad03c2002e0020002003a403b1002 005000440046002003ad03b303b303c103b103c603b1002003c003bf03c5002003ad03c703b503c 03b5002003b403b703bc03b903bf03c503c103b303ae03c303b503b9002003bc03c003bf03c103b 03cd03bd002003bd03b1002003b103bd03bf03b903c703c403bf03cd03bd002003bc03b5002003c 03bf0020004100630072006f006200610074002c002003c403bf002000410064006f00620065002 005200650061006400650072002000200035002e0030002003ba03b103b9002003bc03b503c403b 03b303b503bd03ad03c303c403b503c103b503c2002003b503ba03b403cc03c303b503b903c2002 >/HEB<FEFF05D405E905EA05DE05E905D5002005D105D405D205D305E805D505EA002005D005DC05D4002 05db05d305d9002005dc05d905e605d505e8002005de05e105de05db05d9002000410064006f006 00650020005000440046002005e205d105d505e8002005d405d305e405e105d4002005d005d905d 05d505ea05d905ea002005d105de05d305e405e105d505ea002005e905d505dc05d705e005d905d 05ea002005d505db05dc05d9002005d405d205d405d4002e002005de05e105de05db05d9002005d 002d005000440046002005e905e005d505e605e805d905dd002005e005d905ea05e005d905dd002 05dc05e405ea05d905d705d4002005d105d005de05e605e205d505ea0020004100630072006f006 00610074002005d5002d00410064006f00620065002000520065006100640065007200200035002 0030002005d505d205e805e105d005d505ea002005de05ea05e705d305de05d505ea002005d905d 05ea05e8002e >/HRV<FEFF005A00610020007300740076006100720061006E006A0065002000410064006F00620065002 00500044004600200064006f006b0075006d0065006e0061007400610020007a00610020006b007 0061006c00690074006500740061006e0020006900730070006900730020006e006100200070006 00730061010d0069006d006100200069006c0069002000700072006f006f0066006500720020007 0072006501110061006a0069006d0061002e00200020005300740076006f00720065006e0069002 00500044004600200064006f006b0075006d0065006e007400690020006d006f006700750020007 00650020006f00740076006f00720069007400690020004100630072006f0062006100740020006 002000410064006f00620065002000520065006100640065007200200035002e003000200069002 006b00610073006e0069006a0069006d0020007600650072007a0069006a0061006d0061002e >/HUN<FEFF004D0069006E0151007300E9006700690020006E0079006F006D00610074006F006B0020006 00e90073007a00ed007400e9007300e900680065007a002000610073007a00740061006c0069002 006e0079006f006d00740061007400f3006b006f006e002000e9007300200070007200f30062006 006e0079006f006d00f3006b006f006e00200065007a0065006b006b0065006c002000610020006 006500e1006c006c00ed007400e10073006f006b006b0061006c002c00200068006f007a007a006 006e0020006c00e9007400720065002000410064006f00620065002000500044004600200064006 006b0075006d0065006e00740075006d006f006b00610074002e0020002000410020006c00e9007 007200650068006f007a006f00740074002000500044004600200064006f006b0075006d0065006 00740075006d006f006b00200061007a0020004100630072006f006200610074002c00200061007 002000410064006f00620065002000520065006100640065007200200035002e0030002000e9007 00200061007a002000610074007400f3006c0020006b00e90073015100620062006900200076006 0072007a006900f3006b006b0061006c00200020006e00790069007400680061007400f3006b002 006d00650067002e >/ITA<FEFF005500740069006C0069007A007A00610072006500200071007500650073007400650020006 006d0070006f007300740061007a0069006f006e006900200070006500720020006300720065006 0072006500200064006f00630075006d0065006e00740069002000410064006f006200650020005 00440046002000700065007200200075006e00610020007300740061006d0070006100200064006 0020007100750061006c0069007400e00020007300750020007300740061006d00700061006e007 006900200065002000700072006f006f0066006500720020006400650073006b0074006f0070002 0020004900200064006f00630075006d0065006e007400690020005000440046002000630072006 00610074006900200070006f00730073006f006e006f00200065007300730065007200650020006 0070006500720074006900200063006f006e0020004100630072006f00620061007400200065002 00410064006f00620065002000520065006100640065007200200035002e0030002000650020007 0065007200730069006f006e006900200073007500630063006500730073006900760065002e >/JPN<FEFF9AD854C18CEA51FA529B7528002000410064006F0062006500200050004400460020658766F 306e4f5c6210306b4f7f75283057307e30593002537052376642306e753b8cea309267005927965 306b4fdd306430533068304c3067304d307e3059300230c730b930af30c830c330d730d730ea30f 30bf3067306e53705237307e305f306f30d730eb30fc30d57528306b9069305730663044307e305 30023053306e8a2d5b9a30674f5c62103055308c305f0020005000440046002030d530a130a430e 306f3001004100630072006f0062006100740020304a30883073002000410064006f00620065002 00520065006100640065007200200035002e003000204ee5964d3067958b304f30533068304c306 304d307e30593002 >/KOR<FEFFC7740020C124C815C7440020C0ACC6A9D558C5EC0020B370C2A4D06CD0D10020D504B9B0D13 0020bc0f0020ad50c815ae30c5d0c11c0020ace0d488c9c8b85c0020c778c1c4d56000200041006 006f0062006500200050004400460020bb38c11cb97c0020c791c131d569b2c8b2e4002e0020c77 b807ac8c0020c791c131b41c00200050004400460020bb38c11cb2940020004100630072006f006 006100740020bc0f002000410064006f00620065002000520065006100640065007200200035002 00300020c774c0c1c5d0c11c0020c5f40020c2180020c788c2b5b2c8b2e4002e >/LTH<FEFF004E006100750064006F006B0069007400650020016100690075006F0073002000700061007 0061006d006500740072007500730020006e006f0072011700640061006d00690020006b0075007 00740069002000410064006f00620065002000500044004600200064006f006b0075006d0065006 007400750073002c0020006b007500720069006500200073006b00690072007400690020006b006 006b0079006200690161006b0061006900200073007000610075007300640069006e00740069002 007300740061006c0069006e0069006100690073002000690072002000620061006e00640079006 006f00200073007000610075007300640069006e007400750076006100690073002e00200020005 0075006b0075007200740069002000500044004600200064006f006b0075006d0065006e0074006 0069002000670061006c006900200062016b007400690020006100740069006400610072006f006 00690020004100630072006f006200610074002000690072002000410064006f006200650020005 0065006100640065007200200035002e0030002000610072002000760117006c00650073006e011 006d00690073002000760065007200730069006a006f006d00690073002e >/LVI<FEFF0049007A006D0061006E0074006F006A00690065007400200161006F0073002000690065007 007400610074012b006a0075006d00750073002c0020006c0061006900200069007a00760065006 0064006f00740075002000410064006f00620065002000500044004600200064006f006b0075006 0065006e0074007500730020006b00760061006c0069007400610074012b0076006100690020006 00720075006b010101610061006e00610069002000610072002000670061006c006400610020007 00720069006e00740065007200690065006d00200075006e0020007000610072006100750067006 006f00760069006c006b0075006d0075002000690065007300700069006500640113006a0069006 006d002e00200049007a0076006500690064006f006a00690065007400200050004400460020006 006f006b0075006d0065006e007400750073002c0020006b006f002000760061007200200061007 00760113007200740020006100720020004100630072006f00620061007400200075006e0020004 0064006f00620065002000520065006100640065007200200035002e0030002c0020006b0101002 00610072012b00200074006f0020006a00610075006e0101006b0101006d0020007600650072007 0069006a0101006d002e >/NLD (Gebruik deze instellingen om Adobe PDF-documenten te maken voor kwaliteitsafdrukken op desktopprinters en proofers. De gemaakte PDF-documenten kunnen worden geopend met Acrobat en Adobe Reader 5. 0 en hoger /NOR<FEFF004200720075006B00200064006900730073006500200069006E006E007300740069006C006 0069006e00670065006e0065002000740069006c002000e50020006f00700070007200650074007 0065002000410064006f006200650020005000440046002d0064006f006b0075006d0065006e007 0065007200200066006f00720020007500740073006b00720069006600740020006100760020006 00f800790020006b00760061006c00690074006500740020007000e500200062006f00720064007 006b0072006900760065007200200065006c006c00650072002000700072006f006f00660065007 002e0020005000440046002d0064006f006b0075006d0065006e00740065006e00650020006b006 006e002000e50070006e00650073002000690020004100630072006f00620061007400200065006 006c00650072002000410064006f00620065002000520065006100640065007200200035002e003 00200065006c006c00650072002000730065006e006500720065002e >/POL<FEFF0055007300740061007700690065006E0069006100200064006F002000740077006F0072007 0065006e0069006100200064006f006b0075006d0065006e007400f300770020005000440046002 007a002000770079017c0073007a010500200072006f007a0064007a00690065006c0063007a006 015b0063006901050020006f006200720061007a006b00f30077002c0020007a006100700065007 006e00690061006a0105006301050020006c006500700073007a01050020006a0061006b006f015 0107002000770079006400720075006b00f30077002e00200044006f006b0075006d0065006e007 007900200050004400460020006d006f017c006e00610020006f007400770069006500720061010 00200077002000700072006f006700720061006d006900650020004100630072006f00620061007 00200069002000410064006f00620065002000520065006100640065007200200035002e0030002 00690020006e006f00770073007a0079006d002e >/PTB<FEFF005500740069006C0069007A006500200065007300730061007300200063006F006E0066006 006700750072006100e700f50065007300200064006500200066006f0072006d006100200061002 0063007200690061007200200064006f00630075006d0065006e0074006f0073002000410064006 0062006500200050004400460020007000610072006100200069006d0070007200650073007300f 006500730020006400650020007100750061006c0069006400610064006500200065006d0020006 006d00700072006500730073006f0072006100730020006400650073006b0074006f00700020006 00200064006900730070006f00730069007400690076006f0073002000640065002000700072006 00760061002e0020004f007300200064006f00630075006d0065006e0074006f007300200050004 0046002000630072006900610064006f007300200070006f00640065006d0020007300650072002 00610062006500720074006f007300200063006f006d0020006f0020004100630072006f0062006 0074002000650020006f002000410064006f0062006500200052006500610064006500720020003 002e0030002000650020007600650072007300f50065007300200070006f0073007400650072006 006f007200650073002e >/RUM<FEFF005500740069006C0069007A006101630069002000610063006500730074006500200073006 0074010300720069002000700065006e00740072007500200061002000630072006500610020006 006f00630075006d0065006e00740065002000410064006f0062006500200050004400460020007 0065006e00740072007500200074006900700103007200690072006500200064006500200063006 006c006900740061007400650020006c006100200069006d007000720069006d0061006e0074006 0020006400650073006b0074006f00700020015f0069002000700065006e0074007200750020007 00650072006900660069006300610074006f00720069002e002000200044006f00630075006d006 006e00740065006c00650020005000440046002000630072006500610074006500200070006f007 0020006600690020006400650073006300680069007300650020006300750020004100630072006 006200610074002c002000410064006f00620065002000520065006100640065007200200035002 00300020015f00690020007600650072007300690075006e0069006c006500200075006c0074006 00720069006f006100720065002e >/RUS<FEFF04180441043F043E043B044C04370443043904420435002004340430043D043D044B0435002 043d0430044104420440043e0439043a043800200434043b044f00200441043e043704340430043 0438044f00200434043e043a0443043c0435043d0442043e0432002000410064006f00620065002 005000440046002c0020043f044004350434043d04300437043d043004470435043d043d044b044 00200434043b044f0020043a0430044704350441044204320435043d043d043e04390020043f043 04470430044204380020043d04300020043d043004410442043e043b044c043d044b04450020043 04400438043d044204350440043004450020043800200443044104420440043e043904410442043 0430044500200434043b044f0020043f043e043b044304470435043d0438044f0020043f0440043 0431043d044b04450020043e0442044204380441043a043e0432002e002000200421043e0437043 0430043d043d044b04350020005000440046002d0434043e043a0443043c0435043d0442044b002 043c043e0436043d043e00200020043e0442043a0440044b043204300442044c002004410020043 043e043c043e0449044c044e0020004100630072006f00620061007400200438002000410064006 00620065002000520065006100640065007200200035002e00300020043800200431043e043b043 04350020043f043e04370434043d043804450020043204350440044104380439002e >/SKY<FEFF0054006900650074006F0020006E006100730074006100760065006E0069006100200070006 0075017e0069007400650020006e00610020007600790074007600e100720061006e00690065002 0064006f006b0075006d0065006e0074006f0076002000410064006f00620065002000500044004 00200070007200650020006b00760061006c00690074006e00fa00200074006c0061010d0020006 0061002000730074006f006c006e00fd0063006800200074006c0061010d0069006100720148006 006300680020006100200074006c0061010d006f007600fd006300680020007a006100720069006 00640065006e0069006100630068002e00200056007900740076006f00720065006e00e90020006 006f006b0075006d0065006e007400790020005000440046002000620075006400650020006d006 017e006e00e90020006f00740076006f00720069016500200076002000700072006f00670072006 006d006f006300680020004100630072006f00620061007400200061002000410064006f0062006 002000520065006100640065007200200035002e0030002000610020006e006f0076016100ed006 0068002e000d000a >/SLV<FEFF005400650020006E006100730074006100760069007400760065002000750070006F0072006 00620069007400650020007a00610020007500730074007600610072006a0061006e006a0065002 0064006f006b0075006d0065006e0074006f0076002000410064006f00620065002000500044004 0020007a00610020006b0061006b006f0076006f00730074006e006f0020007400690073006b006 006e006a00650020006e00610020006e0061006d0069007a006e006900680020007400690073006 0061006c006e0069006b0069006800200069006e0020007000720065007600650072006a0061006 006e0069006b00690068002e00200020005500730074007600610072006a0065006e00650020006 006f006b0075006d0065006e0074006500200050004400460020006a00650020006d006f0067006 010d00650020006f0064007000720065007400690020007a0020004100630072006f00620061007 00200069006e002000410064006f00620065002000520065006100640065007200200035002e003 00200069006e0020006e006f00760065006a01610069006d002e >/SUO<FEFF004B00E40079007400E40020006E00E40069007400E4002000610073006500740075006B007 00690061002c0020006b0075006e0020006c0075006f0074002000410064006f006200650020005 004400460020002d0064006f006b0075006d0065006e007400740065006a00610020006c0061006 00640075006b006100730074006100200074007900f6007000f60079007400e400740075006c006 0073007400750073007400610020006a00610020007600650064006f00730074007500730074006 002000760061007200740065006e002e00200020004c0075006f006400750074002000500044004 002d0064006f006b0075006d0065006e00740069007400200076006f0069006400610061006e002 006100760061007400610020004100630072006f0062006100740069006c006c00610020006a006 002000410064006f00620065002000520065006100640065007200200035002e0030003a006c006 00610020006a006100200075007500640065006d006d0069006c006c0061002e >/SVE<FEFF0041006E007600E4006E00640020006400650020006800E4007200200069006E0073007400E 006c006c006e0069006e006700610072006e00610020006f006d002000640075002000760069006 006c00200073006b006100700061002000410064006f006200650020005000440046002d0064006 006b0075006d0065006e00740020006600f600720020006b00760061006c0069007400650074007 007500740073006b0072006900660074006500720020007000e5002000760061006e006c0069006 006100200073006b0072006900760061007200650020006f006300680020006600f600720020006 006f007200720065006b007400750072002e002000200053006b006100700061006400650020005 00440046002d0064006f006b0075006d0065006e00740020006b0061006e002000f600700070006 00610073002000690020004100630072006f0062006100740020006f00630068002000410064006 00620065002000520065006100640065007200200035002e00300020006f0063006800200073006 006e006100720065002e >/TUR<FEFF004D00610073006100FC0073007400FC002000790061007A013100630131006C00610072002 007600650020006200610073006b01310020006d0061006b0069006e0065006c006500720069006 006400650020006b0061006c006900740065006c00690020006200610073006b013100200061006 0061006301310079006c0061002000410064006f006200650020005000440046002000620065006 00670065006c0065007200690020006f006c0075015f007400750072006d0061006b0020006900e 0069006e00200062007500200061007900610072006c0061007201310020006b0075006c006c006 006e0131006e002e00200020004f006c0075015f0074007500720075006c0061006e00200050004 0046002000620065006c00670065006c0065007200690020004100630072006f006200610074002 00760065002000410064006f00620065002000520065006100640065007200200035002e0030002 0076006500200073006f006e0072006100730131006e00640061006b00690020007300fc007200f 006d006c00650072006c00650020006100e70131006c006100620069006c00690072002e >/UKR<FEFF04120438043A043E0440043804410442043E043204430439044204350020044604560020043 043004400430043c043504420440043800200434043b044f0020044104420432043e04400435043 043d044f00200434043e043a0443043c0435043d044204560432002000410064006f00620065002 005000440046002c0020044f043a04560020043d04300439043a04400430044904350020043f045 04340445043e0434044f0442044c00200434043b044f0020043204380441043e043a043e044f043 04560441043d043e0433043e0020043404400443043a04430020043d04300020043d04300441044 0456043b044c043d043804450020043f04400438043d04420435044004300445002004420430002 043f04400438044104420440043e044f044500200434043b044f0020043e044204400438043c043 043d043d044f0020043f0440043e0431043d0438044500200437043e04310440043004360435043 044c002e00200020042104420432043e04400435043d045600200434043e043a0443043c0435043 0442043800200050004400460020043c043e0436043d04300020043204560434043a04400438044 0438002004430020004100630072006f006200610074002004420430002000410064006f0062006 002000520065006100640065007200200035002e0030002004300431043e0020043f04560437043 04560448043e04570020043204350440044104560457002e >/ENU (Use these settings to create Adobe PDF documents for quality printing on desktop printers and proofers. Created PDF documents can be opened with Acrobat and Adobe Reader 5. 0 and later >>/Namespace Adobe Common 1. 0 /Othernamespaces <</Asreaderspreads false /Cropimagestoframes true /Errorcontrol/Warnandcontinue /Flattenerignorespreadoverrides false /Includeguidesgrids false /Includenonprinting false /Includeslug false /Namespace Adobe Indesign 4. 0 /Omitplacedbitmaps false /Omitplacedeps false /Omitplacedpdf false /Simulateoverprint/Legacy >><Addbleedmarks false /Addcolorbars false /Addcropmarks false /Addpageinfo false /Addregmarks false /Convertcolors/Noconversion /Destinationprofilename /Destinationprofileselector/NA /Downsample16bitimages true /Flattenerpreset <</Presetselector/Mediumresolution >>/Formelements false /Generatestructure true /Includebookmarks false /Includehyperlinks false /Includeinteractive false /Includelayers false /Includeprofiles true /Multimediahandling/Useobjectsettings /Namespace Adobe Creativesuite 2. 0 /PDFXOUTPUTINTENTPROFILESELECTOR/NA /Preserveediting true /Untaggedcmykhandling/Leaveuntagged /Untaggedrgbhandling/Leaveuntagged /Usedocumentbleed false >>>setdistillerparams <</HWRESOLUTION 2400 2400 /Pagesize 595.440 793.440 >>setpagedevice

< Back - Next >

Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011