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To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.technovation.2008.12.002 Byline: Sonja Radas, Ljiljana BoA3/4iA Keywords: SME; Innovation; Developing country Abstract: Understanding forces that contribute to the success of small and medium enterprises (SMEs) is very important, as these enterprises are vital for both developed and developing economies. Since innovativeness is among the most important means through which such businesses contribute to economic growth, numerous research studies were conducted to determine which factors positively impact SME's innovative efforts. This is an even more important issue for developing economies, where SMEs are often faced with inadequate infrastructure. Since there is a lack of studies on SME innovation in developing economies, often policy in such countries is based on findings from developed countries. In this paper, we explore factors that drive innovation activities in SMEs in a small emerging transition economy (Croatia), and compare it with findings from developed economies. In addition to factors used in most previous studies, we consider market scope, firm's market orientation and presence of strategic, managerial and marketing changes. We find that most factors that were found to be important in developed economies are important in developing economies as well. In addition to that, market scope was discovered to be a very important factor in both product and process innovation. Implementing corporate changes has positive impact on radical product innovation while implementing new organizational structures has positive effect on incremental innovation. When investigating determinants of product innovation, we distinguish new products of low novelty from new products of high novelty, and show that they need to be supported by different policies. To gain additional insight in innovation efforts, we examine obstacles to innovation. We find that firms that report facing obstacles are not less likely to innovate less, which suggests that innovators are able to work around obstacles without damaging effects to innovation. This study is based on a postal survey of 448 SMEs in Croatia, which was performed in 2004. Author Affiliation: The Institute of Economics, Trg J.F. Kennedy 7, 10000 Zagreb, Croatia

Virtually every product is seasonal; seasonality often dictates business strategy. In this article, the authors (1) show how to add known seasonal patterns to any dynamic model parsimoniously and without changing the fundamental model assumptions, (2) illustrate how their method provides strategic implications for timing new product introductions, and (3) provide an empirical application. The authors transform time so that, during high seasons, time is moving faster than normal time. Traditional methods only adjust sales, independent of the underlying sales model. The authors' method also changes the product's growth along its life cycle and suggests that timing introduction decisions are dependent on the shape of the product's life cycle. The authors' empirical work compares their theoretical results with empirical observations. With data for all major films released between July 1993 and 1995 (673 films), the authors estimate the seasonal pattern for the motion picture industry and compare their theory with studio behavior. (Reprinted by permission of the publisher.)