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By Oswald Jones, Fiona Tilley

* attracts on up to date empirical glaring to demonstrate how SMEs can develop into extra leading edge throughout the advent of recent items and services.* Discusses the potent and effective use of data expertise via broadening administration talents and information.

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The latter, which include training, motivation, coordination and integration, are central to the exploitation of cost-saving economies which are critical to improved competitiveness (Davies and Brady, 2000). Teece et al. (1997) argue that the creation of ‘dynamic capabilities’ which represent a firm’s ability to respond to a changing business environment are dependent on its business processes. Organisations confronted with changing markets or changing technologies have to develop new sets of capabilities to avoid the creation of ‘core rigidities’ (Leonard-Barton, 1995).

1998) Innovation Management: Strategies, Implementation and Profits. OUP, Oxford. Allen, T. (1971) ‘Communication networks in R&D laboratories’, R&D Management, 1:1, 14–21. R. (1971) The Concept of Strategy. Richard D. Irwin, Homewood, IL. I. (1965) Corporate Strategy. McGraw-Hill, New York. Atherton, A. D. (2000) ‘Innovation processes and the small business: a conceptual analysis’, International Journal of Business Performance Management, 2:4, 276–292. B. (2001) ‘Research issues relating to structure, competition and performance of small technology-based firms’, Small Business Economics, 16, 37–51.

The second group focused on quality and diversity with high prices while the third group combined quality and diversity with relatively low-cost products. Furthermore, this hierarchy was confirmed by the financial performance of each group. The results for innovation were similar in that the ‘worst’ group made little effort on either R&D or patents while the ‘best’ firms scored highest ‘which may explain why they can maintain low costs and high product diversity (Lefebvre and Lefebvre, 1993, p. 303).

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