Abstract
ABSTRACT The study of 34 medical equipment innovations developed by 11 small and medium sized companies (SME's) in the UK discussed here examined the management of the relationships between activities, resources and actors in the creation, design, manufacture, marketing and re-innovation of these innovations. The strategies of the actors determined the configuration of activities and the resources in the process, especially the “learning by interaction” between functions within the firms and private and public actors in “multi-layer social networks”. Crucial to the success of these strategies was the acceptance of the key features of the “chain-linked” model of innovation as a framework for action, “overlapped development” and effective management of “complementary assets”, “regimes of appropriability” and the creation of a “dominant design” wherever possible. This evidence suggested networking at differing stages in the innovation process diffused costs, added value through differentiation, developed a f...
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