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Small firm innovation performance and employee involvement

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  • Andries, Petra
  • Czarnitzki, Dirk

Abstract

It is known that small firms rely mainly on the CEO's individual knowledge for developing innovations. Recent work suggests that this approach is inefficient since it underutilizes other employees' knowledge. We study to which extent using CEOs, managers and non-managerial employees' ideas enhances small firms' innovation performance. A Heckman selection model on 305 small firms shows that not only CEO's and managers', but also non-managerial employees' ideas contribute to innovation performance. However, contributions depend heavily on the individuals' area of expertise and on whether product or process innovation is desired. Our findings enrich the current view on the entrepreneurial team, but also warn against the implementation of one-size-fits-all employee involvement programs in small firms.

Suggested Citation

  • Andries, Petra & Czarnitzki, Dirk, 2012. "Small firm innovation performance and employee involvement," ZEW Discussion Papers 12-013, ZEW - Leibniz Centre for European Economic Research.
    • Handle: RePEc:zbw:zewdip:12013
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    More about this item

    Keywords

    Employee involvement; upper echelon; non-managerial employees; innovation performance; small firms;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • O31 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Innovation and Invention: Processes and Incentives
    • O32 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Management of Technological Innovation and R&D

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