Analysis

Research and development (R&D) is a crucial activity in the innovation process. Firms that do not engage in this activity, seriously jeopardize their competitiveness and their creativity in relation to competitors (Griliches, 2000; Belderbos et al. 2004). This article discusses acquisitions strategies of research and development services.

In a recent study using data from the Canadian Survey of Innovation 1999, the authors examined the effect of R&D tax credits on innovation activities of Canadian manufacturing firms. They found positive effects on the propensity of firms to perform R&D activities such the introduction to the market of a new product or process that was a world first. However, there is no significant effect on more general firm performance indicators such as profitability, domestic market share or international market share.

This article is based on a recent series of interviews with leaders of high growth biotechnology firms. It highlights the importance of financing, management strategies and qualified personnel for achieving high growth.

This paper is an exploratory study to help us identify and characterize innovation practices in Canada's dynamic service industries. It uses logistical estimates to demonstrate that innovation in the services sector is not homogeneous. For each type of innovation 'product, process or both. there is a different business strategy. Small firms do more product innovation, and clients, along with fairs and exhibitions, appear to be the primary sources of information.

Product innovation is generally done by technical services industries. Process innovation does not seem to favour any particular sector but, understandably, the factors that have the most impact on this type of innovation are company flexibility and information from patent literature, consulting firms and internal management. The most complex strategy-for both product and process innovation-is associated with large firms in the communications and finance sub-sectors. This type of innovation has a larger number of significant factors than the other two types. Finally, this paper shows that there are differences among the forms of innovation and that these differences apply within individual sub-sectors.

This paper looks at the impediments to innovations perceived by Canadian firms. It focuses on communication, financial services and technical business services.

Research and development (R&D) is a crucial activity in the innovation process. Firms that do not engage in this activity, seriously jeopardize their competitiveness and their creativity in relation to competitors (Griliches, 2000; Belderbos et al. 2004). This article discusses acquisitions strategies of research and development services.

In a recent study using data from the Canadian Survey of Innovation 1999, the authors examined the effect of R&D tax credits on innovation activities of Canadian manufacturing firms. They found positive effects on the propensity of firms to perform R&D activities such the introduction to the market of a new product or process that was a world first. However, there is no significant effect on more general firm performance indicators such as profitability, domestic market share or international market share.

This article is based on a recent series of interviews with leaders of high growth biotechnology firms. It highlights the importance of financing, management strategies and qualified personnel for achieving high growth.

This paper is an exploratory study to help us identify and characterize innovation practices in Canada's dynamic service industries. It uses logistical estimates to demonstrate that innovation in the services sector is not homogeneous. For each type of innovation 'product, process or both. there is a different business strategy. Small firms do more product innovation, and clients, along with fairs and exhibitions, appear to be the primary sources of information.

Product innovation is generally done by technical services industries. Process innovation does not seem to favour any particular sector but, understandably, the factors that have the most impact on this type of innovation are company flexibility and information from patent literature, consulting firms and internal management. The most complex strategy-for both product and process innovation-is associated with large firms in the communications and finance sub-sectors. This type of innovation has a larger number of significant factors than the other two types. Finally, this paper shows that there are differences among the forms of innovation and that these differences apply within individual sub-sectors.

This paper looks at the impediments to innovations perceived by Canadian firms. It focuses on communication, financial services and technical business services.