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SME innovation strategy and motivation has become one of the most challenging subjects of innovation policy. New innovation models proposed recently have captured the attention of policy makers. However, these models seem for the most part to be applicable to medium-sized or large enterprises. The objective of this paper is to analyse the open innovation model in the case of outsourced cooperative R&D in SMEs. Although the driving forces for outsourcing innovation in SMEs are in some respects similar to those for large firms, others are linked to lack of resources, but both have in common the pursuit of efficiency in R&D and technology transfer. This paper is based on an empirical study of open innovation in SMEs and proposes a model for analysing the critical elements which influence performance and strategic alignment between R&D performers and their partners (in most cases, SMEs). [ABSTRACT FROM AUTHOR]

The main proposal of the paper is to analyze the human resources management practices adopted by some Spanish SMEs in order to promote and develop corporate entrepreneurship. A case study method is used to explore the corporate entrepreneurship activities developed by three SMEs. The main results show the importance of establishing good relationships among companys' members, creating an appropriate working environment. Also, the relevance of promoting risk attitudes and the participation of employees in corporate entrepreneurship activities is highlighted. [ABSTRACT FROM AUTHOR]

A good creative climate is considered one of the main capacities inherent in groups that establish innovation processes. Creative climate emerges from different forces interacting in a way that can be stimulated or inhibited. We identify six dimensions of creative climate. By analysing them jointly, we find that some are more relevant than others for the purposes of innovation. To test the model, we designed an empirical study based on a group of medium-sized firms in traditional sectors in Spain involved in non-high technology innovation. The results show that trust and support are the dimensions that favour innovation and that the dimension of relationship conflict has neither a positive nor a negative effect on innovation. Nevertheless, relationship conflict has a significant positive effect on the autonomy–innovation association and a significant negative effect on the commitment–innovation association. We find synergistic effects between apparently contradictory forces with implications for change and thus for organizational flexibility. [ABSTRACT FROM PUBLISHER]