Browsing by Author "Chapman, G."

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    The effect of public support on senior manager attitudes to innovation
    (Elsevier, 2017-11-13) Chapman, G.; Hewitt-Dundas, N.
    Senior manager innovation-orientated attitudes are key drivers of innovation within micro and smaller firms. Despite this, little guidance exists on the initiatives organisations can utilise to induce and strengthen such desirable attitudes. In this paper, we investigate whether innovation vouchers, an increasingly prevalent form of public innovation support that funds short-term collaborative projects to solve innovation problems for micro and smaller firms, influence senior manager innovation-orientated attitudes. We use a treatment effects approach to examine our question, specifically, propensity score nearest neighbour matching on a U.K. dataset of firms that received an innovation voucher between 2012 and 2015, and a control group of those that did not. Overall, we find that innovation vouchers induce small positive changes in senior manager innovation-orientated attitudes, with the largest change observed for senior manager openness to external knowledge, followed by risk tolerance. Overall, we show innovation vouchers strengthen senior manager innovation-orientated attitudes, thus advancing insights into the determinants of innovation-orientated attitudes and the additionality effects of public support programmes. We discuss implications for innovation policy and practice.
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    R&D Subsidies & External Collaborative Breadth: Differential Gains and the Role of Collaboration Experience
    (Elsevier, 2018-02-17) Chapman, G.; Lucena, A.; Afcha, S.
    External collaboration breadth is important for firms to acquire the knowledge needed to innovate. In this paper, we combine cross-sectional and longitudinal data from the Spanish Panel of Technological Innovation Survey (PITEC) to examine the indirect impact of R&D subsidies on firm external collaboration breadth. We contribute to understanding of the indirect impacts of R&D subsidies by first providing strong evidence of an economically significant average positive impact of R&D subsidies on firm external collaboration breadth. Second, our results advance understanding of the differential impacts of R&D subsidies by revealing the vast heterogeneity of the impact at the firm level, where approximately only half of treated firms experience a positive collaboration impact from R&D subsidies, while the remainder experience no impact or a negative effect. Finally, we advance understanding of the characteristics explaining the differential impact of R&D subsidies on external collaboration breadth by utilising the organisational learning literature to demonstrate the important role of firm collaboration experience.