A two-stage examination of business innovation decision-making: evidence from Ireland

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dc.contributor.authorBourke, Jane
dc.contributor.authorJordan, Declan
dc.date.accessioned2016-04-05T14:23:15Z
dc.date.available2016-04-05T14:23:15Z
dc.date.issued2015
dc.date.updated2015-12-23T19:32:10Z
dc.description.abstractThis paper sheds light on how businesses make decisions regarding product and process innovation by comparing the power of one-stage and two-stage models to explain business-level innovation decision-making. The first, a one-stage model, represents the business as making a one-off choice between four discrete alternatives. These are not to innovate, to product innovate only, to process innovate only or to both product and process innovate. The second model, a two-stage model, represents the business as making an initial decision on whether or not to innovate. This approach facilitates analysis of business innovation as simultaneous and sequential processes and identification of the model which best explains innovation decision-making. The paper uses original business-level survey data from over 400 small and medium-sized enterprises in Ireland. The results suggest that a two-stage model of the innovation decision has a statistically significant advantage in predicting the innovation output, indicating that there is a need to incorporate the incidence and type of innovation into future empirical studies utilising a knowledge production function. The results suggest that the use of a two-stage model provides a better understanding of the impact of different knowledge sources on different types of innovation. However, the paper also discusses whether the two-stage model is a useful way of understanding how businesses make decisions on innovation in practice.en
dc.description.statusPeer revieweden
dc.description.versionSubmitted Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationBourke, J., Jordan, D. (2015) 'A two-stage examination of business innovation decision-making: evidence from Ireland', International Journal of Business Innovation and Research, 9 (6), pp. 663-681. doi: 10.1504/IJBIR.2015.072489en
dc.identifier.doi10.1504/IJBIR.2015.072489
dc.identifier.endpage681en
dc.identifier.issn1751-0252
dc.identifier.issued6en
dc.identifier.journaltitleInternational Journal of Business Innovation and Researchen
dc.identifier.startpage663en
dc.identifier.urihttps://hdl.handle.net/10468/2438
dc.identifier.volume9en
dc.language.isoenen
dc.publisherInderscience Publishersen
dc.relation.urihttp://www.inderscienceonline.com/doi/abs/10.1504/IJBIR.2015.072489
dc.rights© 2015 Inderscience Enterprises Ltd.en
dc.rights.urihttp://www.inderscience.com/info/ingeneral/terms.phpen
dc.subjectCustomer and supplier interactionen
dc.subjectInnovation managementen
dc.subjectDecision-makingen
dc.subjectSources of innovationen
dc.subjectInnovation decisionsen
dc.subjectSmall and medium-sized enterprisesen
dc.subjectSMEsen
dc.subjectKnowledge sourcesen
dc.subjectInnovation modelsen
dc.subjectModellingen
dc.titleA two-stage examination of business innovation decision-making: evidence from Irelanden
dc.typeArticle (peer-reviewed)en
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