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Empirical evidence shows that large firms are generally more efficient than small and medium-sized firms. Empirical tests have evaluated cost efficiency while assuming homogeneity among firms and mainly examined the size-efficiency relationship in a hypothetical average firm. However, in practice, firms have different resources for multiple reasons and are therefore heterogeneous. This paper uses the concept of profit efficiency to study size-efficiency relationships in individual firms while assuming heterogeneity among firms. For this purpose and in contrast to the traditional approach, we estimate a stochastic frontier model with random coefficients using Bayesian techniques to assess the differences in profit efficiency between small and large firms in the manufacturing industry in Spain. The results show that the relationship between efficiency and size heavily depends on the internal properties and characteristics of the firm and environment in which it operates and that there is heterogeneity among firms; ignoring such heterogeneity can lead to an overestimation of inefficiency of 4.92 percentage points. We also discuss the implications of these results. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to explore whether collaborating with public research organizations (PROs) contributes to strengthening the innovation culture of small and medium sized enterprises (SMEs). We examine to what extent their innovation culture is reinforced by collaborations with research organizations and investigate the type of organizational strategies that enhance this effect of collaboration. The empirical study is based on a survey of firms that collaborate with the largest Spanish PRO, Spanish National Research Council (CSIC). Our results indicate that SMEs differ greatly in their capacity to strengthen their innovation culture through collaboration with research organizations. We show also that firms with formal innovation plans that develop internal and external search strategies are more likely to improve their innovation culture as a result of collaboration with PROs. These findings provide managers with new insights into how to strengthen their firms' innovation culture through collaboration with research organizations. [ABSTRACT FROM AUTHOR]

There is an intense debate in the literature on the impact of process management on innovation, and the division of opinions becomes particularly apparent with regard to radical innovation. Furthermore, organisational ambidexterity, the organisational capability to undertake incremental as well as radical innovation activities, has been underlined as a key source of competitiveness. In this article, we analyse how the cultural divergence driven by process management can affect organisational ambidexterity. Through a survey carried out on a sample of Spanish firms in the furniture and textile sectors, both of which have been drastically hit by competition from Asian firms, we conclude that the cultural context created by process management practices applied in a total quality management framework, which embraces exploitation along with exploration values, acts as a platform for developing organisational ambidexterity. Since organisational ambidexterity constitutes the capability of undertaking a rich variety of learning and innovation activities, these results could also have significant implications for practitioners, pointing to the need for close coordination between different functional areas in order to manage cultural change. [ABSTRACT FROM AUTHOR]