• 1 INTRODUCTION
  • 2 CONCEPTUAL FRAMEWORK
  • 2.1 INNOVATION: TOWARDS A SUITABLE MODEL FOR SMES
  • 2.2 INNOVATION SOPHISTICATION: CLASSIFYING PRACTISE AND PERFORMANCE
  • 2.3 RELATIONSHIPS: SIMPLE OR COMPLICATED?
  • 2.4 THE KEY QUESTIONS ADDRESSED IN THE STUDY
  • 3 STUDY APPROACH
  • 3.1 THE STUDY REGION
  • 3.2 THE INTERVIEW APPROACH
  • 3.3 AN OVERVIEW OF THE FIRM SAMPLE
  • 3.4 CLASSIFYING THE FIRMS IN THE SAMPLE
  • 4 BARRIERS FIRMS FACE IN INNOVATING
  • 4.1 NOVICE INNOVATORS: ACHIEVING SUSTAINABILITY
  • 4.2 INTERMEDIATE FIRMS: AVOIDING FAILURE
  • 4.3 EXPERIENCED FIRMS: MINIMISING DISRUPTION
  • 4.4 EXPERT FIRMS: REMAINING WORLD-CLASS
  • 5 TYPES OF ADVICE USED IN INNOVATION
  • 5.1 NOVICE FIRMS: HAPHAZARD AND UNSTRUCTURED
  • 5.2 INTERMEDIATE FIRMS: STRUCTURED BUT UNIMAGINATIVE
  • 5.3 EXPERIENCED FIRMS: LONG-TERM RELATIONSHIPS
  • 5.4 EXPERT FIRMS: NOT MUCH BUSINESS LINK INPUT
  • 6 RELATIONSHIPS WITH BUSINESS LINK ADVISERS
  • 6.1 NOVICE FIRMS: CAPACITY TO ABSORB SUPPORT?
  • 6.2 INEXPERIENCED FIRMS: RELATIONSHIPS NOT SHORT-TERM SERVICES
  • 6.3 EXPERIENCED FIRMS: SCEPTICAL BUT WILLING
  • 6.4 EXPERT FIRMS: STRATEGIC INVOLVEMENT ONLY
  • 7 HOW BUSINESS LINK ADVISERS PERCEIVE RELATIONSHIPS
  • 7.1 TAILORING PROJECTS FOR LOCAL NEEDS
  • 7.2 CO-OPERATION BETWEEN BSOS: BUILDING ORGANISATIONAL TRUST
  • 7.3 SEGMENTING SERVICE PROVISION BY FIRM SOPHISTICATION
  • 8 THE INNOVATION ACTION FUND
  • 8.1 BACKGROUND
  • 8.2 DIFFERENT FIRMS, DIFFERENT CONTRIBUTIONS
  • 8.3 BUSINESS LINKS AND EXPERIMENTING: THE ROLES OF FIRMS
  • 9 OTHER KEY FINDINGS
  • 9.1 STAFFING A BSO: THE ‘ADVISER’ CAREER
  • 9.2 CLASSIFYING BSOS AS INNOVATING ORGANISATIONS
  • 9.3 EVALUATING BUSINESS LINK’S INNOVATION PERFORMANCE
  • 10 IMPLICATIONS FOR POLICY-MAKERS
  • 10.1 GAINING ACCESS TO NON-TRADITIONAL INNOVATION SUPPORT USERS
  • 10.2 BL’ INNOVATION PERFORMANCE: FROM METRICS TO OUTCOMES
  • 10.3 IMPROVING SUPPORT CO-ORDINATION: AVOIDING NEW BARRIERS
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