INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND
The aim of this paper is to provide a detailed account of the strategy for growth through innovation of the SME’s sector in Podkarpackie Voivodship in Poland. In analyzing this case, we raise the following two questions: (1) what are the types, structure, and quality of innovation strategies of SMEs...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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Publishing House of Rzeszow University of Technology
2016-12-01
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| Series: | Modern Management Review |
| Subjects: | |
| Online Access: | http://doi.prz.edu.pl/pl/pdf/zim/262 |
| _version_ | 1818991080038727680 |
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| author | Anna LEWANDOWSKA Mateusz STOPA |
| author_facet | Anna LEWANDOWSKA Mateusz STOPA |
| author_sort | Anna LEWANDOWSKA |
| collection | DOAJ |
| description | The aim of this paper is to provide a detailed account of the strategy for growth through innovation of the SME’s sector in Podkarpackie Voivodship in Poland. In analyzing this case, we raise the following two questions: (1) what are the types, structure, and quality of innovation strategies of SMEs in Podkarpackie?; (2) what are the key factors and dynamics leading and limiting to innovation activity, as well as to the growth of this innovation strategy?
Generally, there are three theoretical types of innovation strategies: a. creation, b. interaction and c. reaction. In the first case innovation is a natural and internal type of thinking about company development. Interaction describes innovation as strategic resource of the company. The ‘reaction’ type is for these companies that treat innovation as external compulsion. The type of innovation strategy is determined by quantity and quality of innovations implemented: numerous and original innovations indicate the strategy we call “creation” while the opposite results in quantity and quality are more likely typical for “reaction” type.
The empirical bases for the analyses are derived from various sources: historical documents, statistical data, and in-depth interviews with key individuals in SME’s. The analysis presented in this article is the result of CATI carried out among 419 out of 820 enterprises researched in the project. |
| first_indexed | 2024-12-20T20:04:34Z |
| format | Article |
| id | doaj.art-bfb4c03b1164424780417b4a3ad1d5fe |
| institution | Directory Open Access Journal |
| issn | 2300-6366 2353-0758 |
| language | English |
| last_indexed | 2024-12-20T20:04:34Z |
| publishDate | 2016-12-01 |
| publisher | Publishing House of Rzeszow University of Technology |
| record_format | Article |
| series | Modern Management Review |
| spelling | doaj.art-bfb4c03b1164424780417b4a3ad1d5fe2022-12-21T19:27:59ZengPublishing House of Rzeszow University of TechnologyModern Management Review2300-63662353-07582016-12-01XXI410.7862/rz.2016.mmr.49INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLANDAnna LEWANDOWSKA0Mateusz STOPA1PhD, Department of International Economic Relations, University of Information Technology and ManagementPhD, Department of Social Sciences, University of Information Technology and Management, Rzeszow, PolandThe aim of this paper is to provide a detailed account of the strategy for growth through innovation of the SME’s sector in Podkarpackie Voivodship in Poland. In analyzing this case, we raise the following two questions: (1) what are the types, structure, and quality of innovation strategies of SMEs in Podkarpackie?; (2) what are the key factors and dynamics leading and limiting to innovation activity, as well as to the growth of this innovation strategy? Generally, there are three theoretical types of innovation strategies: a. creation, b. interaction and c. reaction. In the first case innovation is a natural and internal type of thinking about company development. Interaction describes innovation as strategic resource of the company. The ‘reaction’ type is for these companies that treat innovation as external compulsion. The type of innovation strategy is determined by quantity and quality of innovations implemented: numerous and original innovations indicate the strategy we call “creation” while the opposite results in quantity and quality are more likely typical for “reaction” type. The empirical bases for the analyses are derived from various sources: historical documents, statistical data, and in-depth interviews with key individuals in SME’s. The analysis presented in this article is the result of CATI carried out among 419 out of 820 enterprises researched in the project.http://doi.prz.edu.pl/pl/pdf/zim/262innovation, innovation strategies, smes, entrepreneurship, podkarpackie voivodship |
| spellingShingle | Anna LEWANDOWSKA Mateusz STOPA INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND Modern Management Review innovation, innovation strategies, smes, entrepreneurship, podkarpackie voivodship |
| title | INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND |
| title_full | INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND |
| title_fullStr | INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND |
| title_full_unstemmed | INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND |
| title_short | INNOVATION STRATEGIES IN SMEs. SOME EVIDENCE FROM THE CASE OF PODKARPACKIE, POLAND |
| title_sort | innovation strategies in smes some evidence from the case of podkarpackie poland |
| topic | innovation, innovation strategies, smes, entrepreneurship, podkarpackie voivodship |
| url | http://doi.prz.edu.pl/pl/pdf/zim/262 |
| work_keys_str_mv | AT annalewandowska innovationstrategiesinsmessomeevidencefromthecaseofpodkarpackiepoland AT mateuszstopa innovationstrategiesinsmessomeevidencefromthecaseofpodkarpackiepoland |