4IpaUJbnm

Unlocking and diffusing environmental and societal knowledge is seldom executed by
Flemish SME. Especially those SME with a very low innovative behaviour facing cash flow
problems rarely monitor which external opportunities could lever their business, although
this input across traditional borders and activities is important for the development of new
products or processes. Leuwagen and Boiardi (2014) mention creative industries and arts as
a very useful partner for innovation. Tidd and Bessant (2009) describe an innovation
management process as a process that comprises different phases. In the first stage, firms
need to be able to scan and search for their internal and external environments to detect
potential innovation signals. This first step of monitoring and gathering ideas is the basis for
further stages such as selection of potential innovation projects, providing resources and
implementation. Several others (Koops 2009; Van Ormondt & Der Voort, 2011) mention
external challenges and knowledge as a factor for innovation. Research has showed that
small Belgian enterprises are extremely focused on their proper internal processes and are
thus denying opportunities offered by a more open view towards innovation (Vanhaverbeke
& Vanderzande, 2014). It seems that monitoring both the issue arena (Luoma-Aho & Vos,
2010) and DEPEST-analysis are not embedded in daily routines of Flemish small enterprises.
Especially in the macro-environment, uncontrollable external factors influence the SME’s
existence. The classic DEPEST model to analyse the demographical, economic, political,
ecological, social and technological facts and trends having an impact on an organization’s
present and future modality, is still very valuable (Allaert & De Klerck, 1998). As this external
view is nowadays underused as an innovation trigger, this research project focuses on the
stage prior to the actual innovation process. How and by which factors are SME triggered in
the ideation step? Which tools or activities can stimulate SME managers to pick up signals of
the macro-environment, instead of merely looking at the ‘in-crowd’ of their own field and
competitors as an innovation catalyst?
Research Method
Through desk research insights in interesting tools concerning the ideation step and the
innovation barriers and leverages were gained. Case studies covering innovative SME (less
than 50 employees) in retail, textile industry, chemicals and social economy in the region of
Flanders were analysed.
Expert interviews were carried out with people in charge of governmental innovation
centres and the Flemish centre for SME in need. A large-scale quantitative survey will be
conducted to validate or assess the first insights, especially preliminary assimilations
concerning the environmental sensitivity of SME managers. Insights in the innovation profile
of the respondents, ideation triggers, media use, and the actual network are aimed for by
the survey. In addition to this survey, further in depth-interviews with volunteers and
employees helping Flemish SME in need provide information on necessary tools or activities
to help especially those SME in need of new ideas to restart their business. Based on
elements of the ‘CB-link-tool’, initially developed by Otten, Stox and Weyts to integrate
communication and policy making in a multi-stakeholder setting, the exercises will be
adjusted to a commercial setting (Otten, Stox & Weyts, 2014).
38