Table 1
Descriptive statistics of variables
| Variable | Statistics | sd |
|---|---|---|
| Innovation | ||
| Product (%) | 31.37 | na |
| Process (%) | 35.75 | na |
| Organisational (%) | 39.48 | na |
| Marketing (%) | 32.2 | na |
| Firm specific factors | ||
| Irish owned (%) | 73.37 | na |
| Employment (mean) | 96.22 | 381.54 |
| Networking | ||
| Backwards (%) | 12 | na |
| Forwards (%) | 9 | na |
| Horizontal (%) | 3 | na |
| Public (%) | 8 | na |
| R&D | ||
| Intramural R&D (mean) | €2236.13 | 11307.95 |
| Extramural R&D (mean) | €530.43 | 5419.8 |
Source: Irish Community Innovation Survey
Table 2
Descriptive statistics of idea generation and creativity stimuli variables
| Variable | % |
|---|---|
| Number of stimuli introduced | |
| No stimuli | 47.38 |
| One stimuli | 16.31 |
| Two stimuli | 16.12 |
| Three stimuli | 9.99 |
| Four stimuli | 5.83 |
| Five stimuli | 2.90 |
| Six stimuli | 1.48 |
| Type of stimuli introduced | |
| Work teams | 30.52 |
| Job rotation | 19.67 |
| Brainstorming | 40.29 |
| Training | 15.84 |
| Financial incentives | 8.6 |
| Non-financial incentives | 10.27 |
Source: Irish Community Innovation Survey
Table 3
Correlation matrix of encouragement variables (full sample)
| Work teams | Job rotation | Brainstorming | Training | Financial incentives | Non-financial incentives | |
|---|---|---|---|---|---|---|
| Work teams | 1 | |||||
| Job rotation | 0.3357 | 1 | ||||
| Brainstorming | 0.5338 | 0.3035 | 1 | |||
| Training | 0.3046 | 0.3120 | 0.3527 | 1 | ||
| Financial incentives | 0.2265 | 0.1967 | 0.2479 | 0.2824 | 1 | |
| Non-financial incentives | 0.3273 | 0.2773 | 0.3041 | 0.3567 | 0.3310 | 1 |
Table 4
Results of multivariate probit estimation of equation (1)
| Product innovator | Process innovator | Organisational innovator | Marketing innovator | |
|---|---|---|---|---|
| Constant | -2.2215*** | -1.5317*** | -1.5105*** | -1.8570*** |
| (0.3806) | (0.2868) | (0.2878) | (0.3065) | |
| R&D | ||||
| Intramural R&D | 0.1448*** | 0.0777*** | 0.0481*** | 0.0565*** |
| (0.0094) | (0.0088) | (0.0090) | (0.0086) | |
| Extramural R&D | 0.0732*** | 0.0360*** | 0.0367*** | 0.0313*** |
| (0.0143) | (0.0128) | (0.0134) | (0.0121) | |
| Networking | ||||
| Backwards | 0.2478*** | 0.2047*** | 0.1767*** | 0.1195*** |
| (0.0543) | (0.0465) | (0.0486) | (0.0394) | |
| Forwards | 0.1701*** | 0.1398*** | 0.0636 | 0.0599 |
| (0.0633) | (0.0600) | (0.0617) | (0.0511) | |
| Horizontal | 0.1012 | 0.0916 | 0.0168 | 0.0329 |
| (0.1141) | (0.1100) | (0.1080) | (0.0900) | |
| Public | -0.0428 | -0.0972 | 0.0735 | -0.0220 |
| (0.0733) | (0.0622) | (0.0695) | (0.0558) | |
| Firm specific factors | ||||
| Employment | 0.0815*** | 0.1169*** | 0.0961*** | 0.0662*** |
| (0.0270) | (0.0249) | (0.0253) | (0.0243) | |
| Irish owned | 0.0243 | 0.0817 | 0.0019 | 0.2431*** |
| (0.0659) | (0.0608) | (0.0602) | (0.0607) | |
| Stimulating factors | ||||
| Work teams | 0.3666*** | 0.2529*** | 0.4375*** | 0.3324*** |
| (0.0713) | (0.0659) | (0.0645) | (0.0644) | |
| Job rotation | -0.0871 | 0.0549 | 0.2874*** | 0.0458 |
| (0.0733) | (0.0667) | (0.0656) | (0.0642) | |
| Brainstorming sessions | 0.2363*** | 0.2416*** | 0.4269*** | 0.4050*** |
| (0.0653) | (0.0598) | (0.0582) | (0.0584) | |
| Training | 0.0955 | 0.2559*** | 0.2929*** | 0.0472 |
| (0.0803) | (0.0742) | (0.0746) | (0.0710) | |
| Financial incentives | -0.0346 | 0.0466 | 0.0554 | 0.1017 |
| (0.1001) | (0.0933) | (0.0948) | (0.0889) | |
| Non-financial incentives | 0.1022 | 0.1272 | 0.1422 | 0.1212 |
| (0.0970) | (0.0903) | (0.0916) | (0.0857) | |
| No. Obs | 3,244 | |||
| χ2 | 1998.07 | |||
| P>χ2 | 0.0000 | |||
| Log-likelihood | -6218.90 |
Note
a: ***, ** and * indicate significance at the 99, 95 and 90 percent level, respectively.
b: Base category is Sector B.
c: We control for NACE2 digit sectors in our estimation but to save space we do not present them in our table.
Table 5
Results of multivariate probit estimation of equation (2)
| Product | Process | Organisational | Marketing | |
|---|---|---|---|---|
| Constant | –2.2772 | –1.5681 | –1.5864 | –1.9235 |
| (0.3791) | (0.2889) | (0.2888) | (0.3104) | |
| R&D | ||||
| Intramural R&D | 0.1430*** | 0.0781*** | 0.0478*** | 0.558*** |
| (0.0094) | (0.0088) | (0.0090) | (0.0087) | |
| Extramural R&D | 0.0648*** | 0.0292** | 0.0302** | 0.0241** |
| (0.0143) | (0.0128) | (0.0133) | (0.0122) | |
| Networking | ||||
| Backwards | 0.6085*** | 0.6306*** | 0.4876*** | 0.4861*** |
| (0.1146) | (0.1086) | (0.1118) | (0.1024) | |
| Forwards | 0.3971*** | 0.2749** | 0.2756** | 0.0441 |
| (0.1329) | (0.1230) | (0.1280) | (0.1141) | |
| Horizontal | 0.2901 | 0.2866 | 0.1181 | 0.1674 |
| (0.1936) | (0.1784) | (0.1869) | (0.1572) | |
| Public | 0.0818 | -0.1868 | 0.0724 | 0.0224 |
| (0.1273) | (0.1151) | (0.1207) | (0.1075) | |
| Firm specific factors | ||||
| Employment | 0.0899*** | 0.1158*** | 0.1021*** | 0.0687*** |
| (0.0269) | (0.0249) | (0.0252) | (0.0243) | |
| Irish owned | -0.0086 | 0.0533 | -0.0083 | 0.2131*** |
| (0.0657) | (0.0605) | (0.0599) | (0.0602) | |
| Stimulating factors - number | ||||
| Any 1 stimulating factor | 0.3978*** | 0.4817*** | 0.6585*** | 0.4953*** |
| (0.0762) | (0.0690) | (0.0678) | (0.0690) | |
| Any 2 stimulating factors | 0.5145*** | 0.4349*** | 0.8535*** | 0.7628*** |
| (0.0787) | (0.0721) | (0.0703) | (0.0706) | |
| Any 3 stimulating factors | 0.5235*** | 0.6051*** | 1.103*** | 0.812*** |
| (0.0949) | (0.0869) | (0.0866) | (0.0846) | |
| Any 4 stimulating factors | 0.4225*** | 0.7173*** | 1.0493*** | 0.6259*** |
| (0.1215) | (0.1119) | (0.1109) | (0.1052) | |
| Any 5 stimulating factors | 0.7588*** | 1.0835*** | 1.6757*** | 0.9495*** |
| (0.1627) | (0.1600) | (0.1820) | (0.1440) | |
| Any 6 stimulating factors | 0.6495*** | 0.6439*** | 1.5143*** | 0.9496*** |
| (0.2238) | (0.2136) | (0.2346) | (0.1981) | |
| No. Obs | 3,244 | |||
| χ2 | 2131.50 | |||
| P>χ2 | 0.0000 | |||
| log-likelihood | -6166.30 |
Note
a: ***, ** and * indicate significance at the 99, 95 and 90 percent level, respectively.
b: Base category is no encouragement variables.
c: We control for NACE2 digit sectors in our estimation but to save on space we do not present them in our table.
| Variables | CIS question | Indicator type |
|---|---|---|
| Product innovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new or significantly improved goods. (Exclude the simple resale of new goods purchased from other enterprises and changes of a solely aesthetic nature); (ii) new or significantly improved services. | 1/0 |
| Process innovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new or significantly improved methods of manufacturing or producing goods or services; (ii) new or significantly improved logistics, delivery or distribution methods for your inputs, goods or services; (iii) new or significantly improved supporting activities for your processes, such as maintenance systems or operations for purchasing, accounting or computing. | 1/0 |
| Organisational innovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new business practices for organising procedures; (ii) new methods of organising work responsibilities and decision-making; (iii) new methods of organising external relations with other firms or public institutions. | 1/0 |
| Marketing innovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new methods for product placement or sales channels; (ii) new media or techniques for product promotion; (iii) significant changes to the aesthetic design or packaging of a good or service (exclude changes that alter the product’s functional or user characteristics - these are product innovations); (iv) new methods of pricing goods or services. | 1/0 |
| Creativity | During the three years 2008 to 2010, did your enterprise use any of the following methods to stimulate new ideas or creativity among your staff? If yes, was the method successful in producing new ideas or increasing creativity? (i) Brainstorming sessions; (ii) multidisciplinary or cross- functional work teams; (iii) job rotation of staff to different departments or other parts of your enterprise group; (iv) financial incentives for employees to develop new ideas; (v) non-financial incentives for employees to develop new ideas, such as free time, public recognition, more interesting work, etc.; (vi) training employees on how to develop new ideas or creativity. | Series of six variables with outcome 1/0 |
| Intramural R&D | Creative work undertaken within your enterprise to increase the stock of knowledge for developing new and improved products and processes (include software development in-house that meets this requirement). | € per worker |
| Extramural R&D | Same activities as above, but performed by other enterprises (including other enterprises or subsidiaries within your group) or by public or private research organisations and purchased by your enterprise. | € per worker |
| Networking | During the three years 2008 to 2010, did your enterprise co-operate on any of your innovation activities with other enterprises or institutions? Innovation co-operation is active participation with other enterprises or non-commercial institutions on innovation activities. Both partners do not need to commercially benefit. Exclude pure contracting out of work with no active co-operation. | Series of four variables with outcome 1/0 indicating if a firm engaged with (i) customers, (ii) suppliers, (iii) competitors and consultants, (iv) public research institutions and universities. |
Source: CSO (2012)