This paper examines innovation in small and medium sized enterprises (SME’S) and develops a comprehensive theoretical framework of how innovation occurs, the end result and the impact on business financial performance focusing on three types of innovations. These are management practice, process, structure or technique that is new to the state of the art and is intended to further organizational and theorization and labeling – that collectively define a model of how management innovation comes about. In its broadest sense, management innovation has of course received considerable research attention over the years. Innovation generally refers to renewing, changing or creating more effective processes, products or ways of doing things. For SME businesses, this means implementing new ideas, creating dynamic products or improving existing services. Innovation can be a catalyst for the growth and success of any business, and can help it adapt and grow in the market place. Being innovative does not mean inventing; innovation can mean changing your business model and adapting to changes in your environment to deliver better products or services. Successful innovation should be an inbuilt part of a particular business strategy and the strategic vision, where the firm creates an environment which leads to innovative thinking and creative problem solving. Innovation is accomplished through effective products, processes, services, technologies or ideas. The process of innovation inorganization’s covers people, process, and technology. Innovation is compounded in SMEs, where issues such as scarce resources and skill shortages must be recognised. Methodology: This is a conceptual paper and draws largely from secondary data, and previous studies done in the area of innovation. Results / Significance: This study contributes to the theoretical basis for understanding organizational innovation in SMEs. The proposed framework is focused and comprehensive, enabling a better understanding of innovation.
| Published in | Innovation (Volume 5, Issue 1) |
| DOI | 10.11648/j.innov.20240501.16 |
| Page(s) | 60-63 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Small and Medium Enterprises (SME’s), Innovation, Management, Business
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APA Style
Mugwika, G. R. (2024). Innovation and SME’S in East Africa, Evidence from Kenya. Innovation, 5(1), 60-63. https://doi.org/10.11648/j.innov.20240501.16
ACS Style
Mugwika, G. R. Innovation and SME’S in East Africa, Evidence from Kenya. Innovation. 2024, 5(1), 60-63. doi: 10.11648/j.innov.20240501.16
AMA Style
Mugwika GR. Innovation and SME’S in East Africa, Evidence from Kenya. Innovation. 2024;5(1):60-63. doi: 10.11648/j.innov.20240501.16
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Download@article{10.11648/j.innov.20240501.16,
author = {Gatobu Rintaugu Mugwika},
title = {Innovation and SME’S in East Africa, Evidence from Kenya},
journal = {Innovation},
volume = {5},
number = {1},
pages = {60-63},
doi = {10.11648/j.innov.20240501.16},
url = {https://doi.org/10.11648/j.innov.20240501.16},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.innov.20240501.16},
abstract = {This paper examines innovation in small and medium sized enterprises (SME’S) and develops a comprehensive theoretical framework of how innovation occurs, the end result and the impact on business financial performance focusing on three types of innovations. These are management practice, process, structure or technique that is new to the state of the art and is intended to further organizational and theorization and labeling – that collectively define a model of how management innovation comes about. In its broadest sense, management innovation has of course received considerable research attention over the years. Innovation generally refers to renewing, changing or creating more effective processes, products or ways of doing things. For SME businesses, this means implementing new ideas, creating dynamic products or improving existing services. Innovation can be a catalyst for the growth and success of any business, and can help it adapt and grow in the market place. Being innovative does not mean inventing; innovation can mean changing your business model and adapting to changes in your environment to deliver better products or services. Successful innovation should be an inbuilt part of a particular business strategy and the strategic vision, where the firm creates an environment which leads to innovative thinking and creative problem solving. Innovation is accomplished through effective products, processes, services, technologies or ideas. The process of innovation inorganization’s covers people, process, and technology. Innovation is compounded in SMEs, where issues such as scarce resources and skill shortages must be recognised. Methodology: This is a conceptual paper and draws largely from secondary data, and previous studies done in the area of innovation. Results / Significance: This study contributes to the theoretical basis for understanding organizational innovation in SMEs. The proposed framework is focused and comprehensive, enabling a better understanding of innovation.
},
year = {2024}
}
TY - JOUR T1 - Innovation and SME’S in East Africa, Evidence from Kenya AU - Gatobu Rintaugu Mugwika Y1 - 2024/01/11 PY - 2024 N1 - https://doi.org/10.11648/j.innov.20240501.16 DO - 10.11648/j.innov.20240501.16 T2 - Innovation JF - Innovation JO - Innovation SP - 60 EP - 63 PB - Science Publishing Group SN - 2994-7138 UR - https://doi.org/10.11648/j.innov.20240501.16 AB - This paper examines innovation in small and medium sized enterprises (SME’S) and develops a comprehensive theoretical framework of how innovation occurs, the end result and the impact on business financial performance focusing on three types of innovations. These are management practice, process, structure or technique that is new to the state of the art and is intended to further organizational and theorization and labeling – that collectively define a model of how management innovation comes about. In its broadest sense, management innovation has of course received considerable research attention over the years. Innovation generally refers to renewing, changing or creating more effective processes, products or ways of doing things. For SME businesses, this means implementing new ideas, creating dynamic products or improving existing services. Innovation can be a catalyst for the growth and success of any business, and can help it adapt and grow in the market place. Being innovative does not mean inventing; innovation can mean changing your business model and adapting to changes in your environment to deliver better products or services. Successful innovation should be an inbuilt part of a particular business strategy and the strategic vision, where the firm creates an environment which leads to innovative thinking and creative problem solving. Innovation is accomplished through effective products, processes, services, technologies or ideas. The process of innovation inorganization’s covers people, process, and technology. Innovation is compounded in SMEs, where issues such as scarce resources and skill shortages must be recognised. Methodology: This is a conceptual paper and draws largely from secondary data, and previous studies done in the area of innovation. Results / Significance: This study contributes to the theoretical basis for understanding organizational innovation in SMEs. The proposed framework is focused and comprehensive, enabling a better understanding of innovation. VL - 5 IS - 1 ER -
School of Business and Economics, Meru University of Science & Technology (MUST), Meru, Kenya
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