Оглавление
Manon Enjolras. Innovation and Export
Table of Contents
List of Illustrations
List of Tables
Guide
Pages
Innovation and Export. The Joint Challenge of the Small Company
Acknowledgments
Introduction
1. The Innovation–Export Relationship: A Complex Vision
1.1. The innovation–export link: a controversial debate. 1.1.1. In the industrial world: a compartmentalized vision
1.1.2. In the academic world: a causalist vision questioned. 1.1.2.1. Self-selection or learning-by-exporting?
1.1.2.2. A two-way relationship: towards a virtuous circle
1.1.2.3. Complementarity: an alternative way out of the causalist paradigm?
1.2. Towards a paradigm shift
1.2.1. Moving from analytical thinking to complex thinking. 1.2.1.1. The strength of systems theory
1.2.1.2. A systemic rationalism opposition
1.2.1.3. A key concept: complexity
1.2.2. Theoretical framework: articulation of mobilized theories
1.2.2.1. The theory of industrial organization: the SCP model
1.2.2.2. The relationship between the structure and conduct: contingency theory
1.2.2.3. Acting on the conduct of SMEs: a vision in terms of resources and activities
1.2.2.4. The notion of performance for innovative and exporting SMEs
1.2.2.5. The articulation of different theories: the SCP model revisited
1.2.3. The application of the complexity paradigm to SME innovation and export activities
1.2.3.1. Towards the creation of a common innovation–export space
1.2.3.2. What does this paradigm contribute to SMEs?
2. Joint Innovation–Export Best Practices
2.1. The construction of a theoretical frame of reference
2.1.1. Identifying innovation practices: the potential innovation index (PII)
2.1.2. Identification of export practices
2.1.3. Towards a joint reference system
2.1.3.1. The analysis of similarities
2.1.3.2. Spatialization of data
2.1.3.3. Towards the identification of joint activities
2.2. What about the field?
2.2.1. Presentation of the consulted companies and method
2.2.2. Highlighting synergies. 2.2.2.1. The strategy
2.2.2.2. Management of the network
2.2.2.3. Knowledge management and organization of internal processes
2.2.2.4. Client management and information gathering
2.2.2.5. Corporate culture and openness
2.2.2.6. The specific issue of intellectual property management
2.2.3. Discussions
3. Design of a Joint Diagnosis Dedicated to SMEs: The PE2I
3.1. The methodological framework
3.1.1. The methodological background
3.1.2. The methodological tools used
3.1.2.1. Maturity grids
3.1.2.2. Multi-criteria analysis methods
3.1.3. PII and PEI as a basis for development
3.2. The construction of the PE2I
3.2.1. Step 1: create a maturity profile
3.2.2. Step 2: weighting and characterization of the evaluation model using multi-criteria analysis tools
3.2.2.1. The weighting of activities
3.2.2.2. The calculation of a global index and the sorting process
3.2.3. Step 3: identify customized improvement paths
4. Implementation of the PE2I: Test with French SMEs
4.1. Experimental panel and methodology
4.1.1. Presentation of the panel
4.1.2. The conduct of the interviews
4.2. Presentation of results and observations
4.2.1. Case 1: company 1
4.2.1.1. The company’s profile
4.2.1.2. The chosen improvement scenario(s): the export-oriented scenario and the joint scenario. 4.2.1.2.1. The scenario favoring export
4.2.1.2.2. The joint improvement scenario
4.2.1.3. The observations
4.2.2. Case 2: company 2
4.2.2.1. The company’s profile
4.2.2.2. The chosen improvement scenario(s): the scenario favoring export
4.2.2.3. The observations
4.2.3. Case 3: company 3
4.2.3.1. The company’s profile
4.2.3.2. The chosen improvement scenario(s): the scenario favoring export
4.2.3.3. The observations
4.2.4. Case 4: company 4
4.2.4.1. The company’s profile
4.2.4.2. The chosen improvement scenario(s): the scenario favoring innovation
4.2.4.3. The observations
4.2.5. Case 5: company 5
4.2.5.1. The company’s profile
4.2.5.2. The chosen improvement scenario(s): the export-oriented scenario
4.2.5.3. The observations
4.2.6. Case 6: company 6
4.2.6.1. The company’s profile
4.2.6.2. The chosen improvement scenario(s): the export-oriented scenario
4.2.6.3. The observations
4.3. Assessment
5. Feedback on the PE2I Tool
5.1. The advantages and limitations of the PE2I tool. 5.1.1. A customizable pedagogical representation tool
5.1.2. Operational difficulties
5.2. Prospects for improvement
5.2.1. Operationalizing the evaluation: reconciling the constraints of the field. 5.2.1.1. The innovation–export link in practice: the limits of a joint evaluation
5.2.1.2. Facilitating the dissemination of the tool: towards a self-diagnosis
5.2.2. Contextualization of the recommendation system: taking into account differentiating factors
5.2.3. Proposing evidence-based recommendations: an operational action plan to promote synergies
Conclusion
C.1. The contributions
C.2. Limitations
C.3. To go further
C.3.1. Strengthening the characterization of the common innovation–export space
C.3.2. Taking the operational development of the tool further
References
Index
WILEY END USER LICENSE AGREEMENT
