- 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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