Low-Cost, Low-Tech Innovation

Chapter 1: Innovation and new product development in the food industry: An overview of international research Chapter 2: Business Innovation: Meaning, antecedents, process and consequences 2.1. Definition of innovation 2.2. Taxonomy of innovation 2.3. Technical versus organisational innovation 2.4. Product versus process innovation 2.5. Radical versus incremental innovation 2.6. New to the firm versus new to the market innovations 2.7. Determinants of innovation: Internal characteristics of enterprise 2.8. Internal strategic factors 2.9. Internal non-strategic factors 2.10. Determinants of innovation: External characteristics 2.11. External industry specific factors 2.12. External region specific factors 2.13. The process perspective to innovation 2.14. Definition, taxonomy and perspectives of innovation: A Critique 2.15. Definition: The innovation-span 2.16. Taxonomy 2.17. Innovation perspectives: Process versus determinants 2.18. Conclusions Chapter 3: Methodology 3.1. The method 3.2. The knowledge gap 3.3. The epistemological foundation of inquiry 3.4. Case study design 3.5. The research process 3.6. The case study companies 3.7. Data collection 3.8. Data analysis 3.9. Triangulation survey Chapter 4: Context of Study I 4.1. The Scottish Food and Drinks Industry: An Overview 4.2. Introduction 4.3. Employment 4.4. Businesses 4.5. Exports 4.6. Retailing 4.7. Recent Trends 4.8. Conclusions Chapter 5: Context of Study II 5.1. Business Innovation in Scotland 5.2. Introduction 5.3. Innovation vision of the Scottish Government 5.4. R&D in Scotland 5.5. Innovation performance of busi nesses: Scotland versus UK 5.6. R&D and innovation in Scotland 5.7. Commercialisation of research by higher education institutes: 5.8. Small business innovation in Scotland: 5.9. The previous research: 5.10. Conclusions: Chapter 6: Innovation in case-study companies 6.1. Chief components of the innovation process 6.2. Idea generation 6.3. Idea validation 6.4. Idea implementation 6.5. Nature of innovation 6.6. What makes these companies innovative 6.7. How the grocery superstores are driving innovation 6.8. Types of innovation 6.9. Packaging 6.10. Pricing strategy 6.11. Quality 6.12. The innovation process in the Scottish food SMEs: A summary 6.13. Determinants of innovation 6.14. Market orientation: Within-case analysis 6.15. Market orientation: Cross-case analysis 6.16. Learning Processes: Within case analysis 6.17. Learning processes: Cross case analysis 6.18. Technology policy: Within case analysis 6.19. Technology Policy: Cross case analysis 6.20. Cooperation and Networking: Within case analysis 6.21. Cooperation and Networking: Cross case analysis 6.22. Financial resources, human resources and managerial efficiency: Within-case analysis 6.23. Analysis of age 6.24. Analysis of size 6.25. Key concepts emerging from the case studies Chapter 7: New product development in Scotland: A survey 7.1. Introduction 7.2. Survey Methodology 7.3. The questionnaire development 7.4. The survey process 7.5. The survey data 7.6. Self-selection bias 7.7. Survey findings 7.8. Analysis of general information 7.9. Analysis of information on innovation 7.10. Networking for innovation 7.11. Testing of hypotheses 7.12. Segregated data analysis 7.13. Influence of size: further test 7.14. Influence of age: further test 7.15. Survey limitations 7.16. Summary of survey results Chapter 8: Conclusions and implications 8.1. Background 8.2. Conceptual underpinnings of analysis: Definition of innovation 8.3. Taxonomy of innovation 8.4. Determinants of innovation 8.5. Internal strategic factors 8.6. Internal non-strategic determinants 8.7. Other explanations 8.8. Summing-up: Factors affecting innovation and new product development in Scottish enterprises 8.9. The underlying process of innovation in the case study companies 8.10. Implications of this research for non-innovative food companies 8.11. Implications of this research for the Government of Scotland Chapter 9: Research findings and extant literature: congruence, conflict and implications