Abstract
This document provides an in-depth analysis of the barriers to innovation, including revealed and deterrent barriers, and their impact on firms' engagement in innovative activities. The study examines the relationship between innovation efforts and obstacles, and the role of cost, knowledge, market, and regulatory barriers in discouraging or disclosing difficulties in the innovation process. The findings have significant implications for innovation policy and management.
Extract
[...] Two questions from this survey directly address the evaluation by firms of barriers related to their innovation activities, and to the series of innovation activities they engage in. Model The authors integrate four categories of barriers (which represent the dependent variables): cost barriers, knowledge barriers, market barriers, and regulatory barriers. In addition, various independent variables are taken into account, such as the number of employees, the size of the company, whether it is a start-up, whether it is present in the international market, or the number of innovative activities ( to to and 5 to 7). [...]
[...] In addition, the relationship between engagement in innovative activities and the evaluation of barriers appears to differ between the four categories of barriers. For example, in the case of cost, and especially market barriers, the deterrent effect is particularly strong, while it is weaker for knowledge and regulation barriers. In addition, the learning, or revealed, effect of the most intensive innovative activities is more pronounced in the case of cost and knowledge barriers. On the other hand, it is weak in the case of market barriers, thus confirming the fact that entry barriers prevent firms from engaging in innovation. [...]
[...] (2009) who interpret the relationship between innovation efforts and obstacles in terms of revealed barriers: commitment to innovation activity increases firms' awareness of associated difficulties, but this does not prevent them from engaging in innovative activities or being successful innovators. This interpretation is confirmed by evidence from another stream of literature in which a number of studies examine the experiential learning of firms from their own innovation failure (Milner et al., 1999; Haunschild and Sulliva, 2002; Denrell, 2003) or that of other innovative organizations (Kim and Milner, 2007; Baum and Dahlin, 2007). Deterrent barriers to innovation This view is based on another stream of literature, from the fields of innovation management and industrial organizations. [...]
[...] For cost and market barriers, the relationship is non-linear because companies need to progress beyond a certain threshold of engagement in the innovation activity before a positive relationship emerges. Below this threshold, the relationship is negative: the firm that does not engage in innovative activities will more likely evaluate the barriers as important, compared to firms that engage at a low level activities) in the case of cost barriers, or even at a moderate level activities) in the case of market barriers. [...]
[...] What hampers innovation? Revealed barriers versus deterring barriers - Pablo D'Este, Simona Iammarino, Maria Savona and Nick von Tunzelmann (2011) - Synthesis Objective D'Este, Iammarino, Savona and von Tunzelmann (2011) analyse the different barriers that prevent the development of innovation in companies. They thus distinguish two types of obstacles: - on the one hand, the "revealed barriers" which reflect the firm's awareness of the degree of difficulty in its innovation process; - on the other hand, the "dissuasive barriers", that is to say perceived as insurmountable by the firm which prevents it from engaging in innovation." Literature Review The authors identify the currents of literature by focusing on the nature and relevance of the barriers that prevent or slow down innovation activity. [...]
