Caroline Mothe

Thuc Uyen

Nguyen Thi

WORKING PAPERS

Keywords: CIS, Innovation, Marketing, Organisation, Technological innovation JEL Classification: L25, L80, O30, O31, O32

The impact of non-technological innovation on technological innovation:

do services differ from manufacturing? An empirical analysis of Luxembourg

1

INTRODUCTION

The study of innovation, an on-going priority in most developed countries, is mainly focused on technological aspects and largely concentrates on manufacturing industries. Researches in the field have focused essentially on inputs and support instruments. They have not considered other innovation strategies such as those implemented in the marketing or organisational fields, and have not taken great interest in the service industries. It appears thus of interest to investigate the links between non-technological and technological innovation and to analyse how these may differ depending on whether the firms operate in the manufacturing or service industries. Indeed, it is now recognised that innovation processes are highly interactive in nature and that non-technological activities play a crucial role: "Firms are inter-dependent in their innovation activities" (Tether and Tajar, 2008: 722). In line with this approach, the 3 rd edition of the Oslo Manual (OECD, 2005), as well as recent Community Innovation Surveys, have stressed the importance and role of non-technological innovation in addition to that of technological innovation. Moreover, it is a known fact that the development of the service sector has been one of the aspects driving the evolution of OECD nations [START_REF] Vang | Introduction: Innovation in Services[END_REF]. As services constitute the bulk of economic activities in many nations today [START_REF] Tether | The organisational-cooperation mode of innovation and its prominence amongst European service firms[END_REF], it is crucial to understand their innovation activities in further detail. Surprisingly, service firms have so far received relatively little attention, especially as far as their innovation activities are concerned, mostly due to a lack of appropriate data at the firm level [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF]. Analysing whether the relationship between technological and non-technological innovation differs significantly in the service and manufacturing industries should make it possible to determine the relevance of using conventional models when analysing innovation in services.

Adopting a comparative research strategy [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF]) that takes the "dissolution of boundaries" (Drejer, 2004: 561) between manufacturing and services into account [START_REF] Coombs | Innovation, measurement and services: the new problematic[END_REF], this paper considers both manufacturing and service firms. Moreover, our work is in line with [START_REF] Armbruster | Organisational innovation: The challenge of measuring non-technical innovation in large-scale surveys[END_REF] who suggested to carry out further research in order to better understand the different types of innovation.

Therefore, embracing a view of innovation that accounts for its different forms [START_REF] Tatikonda | Integrating Operations and Marketing Perspectives of Product Innovation: The Influence of Organisational Process Factors and Capabilities on Development Performance[END_REF], the purpose was to investigate the impact of organisational and marketing innovations on product innovation for both manufacturing and service firms. The main originality of this paper lies in investigating these relationships within a unique framework, however distinguishing manufacturing from service firms. The second originality is related to the distinction made between organisational and marketing innovations considered as two separate measures of non-technological innovation. The main hypothesis is that different types of non-technological innovation should lead to significant differences in firm innovation performance, defined first by the likelihood of introducing new or improved products, and second by the extent of the innovation.

The remainder of the paper is structured as follows. Section 2 provides an overview of organisational and marketing innovations and their possible effect on technological innovation. Section 3 outlines the data set, variables and method, based on the large-scale Community Innovation Survey 2006 carried out in 2008 for Luxembourg. Section 4 presents and discusses the results and shows how different initial conditions can lead to different results in technological innovation. Finally, Section 5 presents some conclusions, implications for theory and practice, and derived consequences for policy making.

3

NON-TECHNOLOGICAL INNOVATION

Empirical research has investigated the numerous factors that influence innovation performance [START_REF] Hall | An analysis of firm-level innovation strategies in the US biotechnology industry[END_REF]. However, few works take into account the interrelation between different innovation strategies. [START_REF] Schmidt | Non-technological and Technological Innovation: Strange Bedfellows? Working Paper 07[END_REF], in the unique existing study -to our knowledge -on the subject, showed that the combination of technological and non-technological innovation had a positive impact on innovation performance. However, this effect could only be related to the combination of organisational and product innovations. No other combinations of technological and non-technological innovation lead to higher returns on sales. The impact of organisational and marketing innovations on product innovation may thus differ. driving force for organisational changes within the firm [START_REF] Dougherty | A Practice-Centered Model of Organisational Renewal through Product Innovation[END_REF][START_REF] Danneels | The Dynamics of Product Innovation and Firm Competencies[END_REF]. These studies have focused on the fact that technological innovation usually leads to organisational innovation. Firms introducing technological innovations would therefore need to reorganise their production, workforce, sale and distribution systems. The effective use of new technologies is seen as also requiring changes in organisational structure, skills and management [START_REF] Damanpour | Organisational Size and Innovation[END_REF]. Another research stream points out the inverse relationship by stressing the role of organisational innovation in enhancing flexibility, creativity -that in turn facilitates the development of technological innovation. For instance, studying a sample of firms in the fastmoving consumer goods industry in Germany, [START_REF] Lokshin | Crafting Firm Competencies to Improve Innovative Performance[END_REF] considered the effect of organisational skills on technological innovation. Firms that successfully combined customer, technological and organisational skills were found to bring more product innovations to the market. Regardless of the perspective, the crucial role played by organisational practices in technological innovation is acknowledged.

ORGANISATIONAL INNOVATION

Organisational practices are viewed as an input for firms' innovation processes and innovation capacity. In line with previous works [START_REF] Dougherty | A Practice-Centered Model of Organisational Renewal through Product Innovation[END_REF][START_REF] Danneels | The Dynamics of Product Innovation and Firm Competencies[END_REF], we expected to observe a positive effect of organisational innovation on firms' technological innovation. Firms dedicating more resources to managerial practices or new organisational forms should be in a better position to efficiently use new skills and technologies.

MARKETING INNOVATION

Firms with relatively lower R&D activities often attribute their innovation performance to strategies that focus on competitiveness, marketing, and distribution channels [START_REF] Hall | An analysis of firm-level innovation strategies in the US biotechnology industry[END_REF], i.e. on marketing innovation. [START_REF] Rust | Measuring Marketing Productivity: Current Knowledge and Future Directions[END_REF] view marketing innovation in terms of three dimensions: (1) product strategy; (2) price strategy and (3) promotion strategy. These strategies lead to tactical marketing actions such as changes in design or packaging, changes in sales or distribution methods, advertising or permanent exhibitions. The objective is to increase appeal for the firms' products and/or to enter new markets. In the 3 rd edition of the Oslo Manual marketing innovation is clearly distinguished from product innovation, as the latter includes technical specifications and functional properties, whereas the first is defined as "the implementation of a new marketing concept or strategy that differs significantly from the enterprise's existing marketing methods and which has not been used before. It entails significant changes in product design or packaging, product placement, product promotion or pricing" (OECD, 2005). Theoretically, marketing initiatives are tactical actions and intangible resources that determine firm performance. Firms focusing on marketing actions are likely to have a better ability to increase customer satisfaction compared to competitors [START_REF] Baker | The synergistic effect of market orientation and learning orientation on organisational performance[END_REF], also to successfully adapt to changing market needs, to discover and exploit business opportunities and to access new information and resources in order to develop new competitive products or processes [START_REF] Day | The capabilities of market-driven organisations[END_REF][START_REF] Rust | Measuring Marketing Productivity: Current Knowledge and Future Directions[END_REF]. Many empirical studies acknowledge this positive impact [START_REF] Day | The capabilities of market-driven organisations[END_REF][START_REF] Slater | Market Oriented is more than being Customer-led[END_REF]. Also, market orientation leads to higher business profitability when it relates to learning from external relations such as clients or competitors (which is included in organisational innovation).

Thus, a first group of hypotheses (Hypotheses 1) to be tested empirically is that non-technological innovation stimulates product innovation. Thus, organisational and marketing innovations may be expected to increase firms' performance, both in terms of likelihood of achieving product innovation, and in terms of the extent of innovation expressed as the ratio of new products in total sales.

INNOVATION IN MANUFACTURING AND SERVICE FIRMS

Over the last decade the literature on service innovation has represented an increasingly important field of research [START_REF] Gallouj | Innovation in services[END_REF][START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF][START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF][START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF][START_REF] Drejer | Identifying innovation in surveys of services: a Schumpeterian perspective[END_REF]Van and Zellner, 2005;[START_REF] Flikkema | Identifying Neo-Schumpeterian Innovation in Service Firms: A Conceptual Essay With a Novel Classification[END_REF][START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF]Arvantis, 2008;[START_REF] Camacho | Patterns of Innovation in the Service Sector: Some Insights from the Spanish Innovation Survey[END_REF][START_REF] Castellacci | Technological paradigms, regimes and trajectories: Manufacturing and service industries in a new taxonomy of sectoral patterns of innovation[END_REF][START_REF] Koch | Absorptive Capacity and Innovation in the Knowledge Intensive Business Service Sector[END_REF][START_REF] Mansury | Innovation, productivity and growth in US business services: A firm-level analysis[END_REF][START_REF] Tether | The organisational-cooperation mode of innovation and its prominence amongst European service firms[END_REF][START_REF] Gallouj | Services and services innovation[END_REF]. In this stream of research, knowledge intensive business services (KIBS) have received particular attention (e.g., [START_REF] Freel | Patterns of Technological Innovation in Knowledge-Intensive Business Services[END_REF][START_REF] Flikkema | Identifying Neo-Schumpeterian Innovation in Service Firms: A Conceptual Essay With a Novel Classification[END_REF][START_REF] Koch | Absorptive Capacity and Innovation in the Knowledge Intensive Business Service Sector[END_REF]. The on-going debate on whether services can be treated like manufacturing with respect to innovation has not been resolved yet and three distinct views on service innovation co-exist [START_REF] Coombs | Innovation, measurement and services: the new problematic[END_REF]: (i) for the demarcation approach, service innovation is different from manufacturing and therefore requires specific theories; (ii) the assimilation approach considers that services are similar to manufacturing and attaches little importance to nontechnological innovation; (iii) the synthesis approach is an integrative view that allows for innovation to take place in manufacturing and in services [START_REF] Gallouj | Innovation in services[END_REF][START_REF] Leiponen | Competencies, innovation and profitability of firms[END_REF][START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF][START_REF] Castellacci | Technological paradigms, regimes and trajectories: Manufacturing and service industries in a new taxonomy of sectoral patterns of innovation[END_REF][START_REF] Gallouj | Services and services innovation[END_REF].

Motivated by the need to integrate research on manufacturing and service innovation, we explicitly allow for new goods and service introductions as well as for the existence of technological and non-technological innovation. As [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF] suggests, this "comparative" research strategy is designed to compare results for manufacturing and service firms in order to assess the adequacy of using conventional models when analysing innovation in services, and specifically the influence of non-technological innovations on product (goods or services) innovation. This view has recently been made possible in Europe where innovation surveys and European Community Innovation Surveys (CIS) in particular have made remarkable progress, taking into account the specific aspects of services, for instance by extending the definition of innovation to include organisational innovation, which is supposed to be key for service industries. Adopting an assimilation approach, it is now possible to use such surveys in a comparative approach [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF], "technologyoriented" models may prove to be quite useful for understanding innovation also in the service sector" (ibid: 220). Indeed, this author considers that the similarities with manufacturing firms are high and that the differences between the sectors not dramatic. As service and manufacturing activities are becoming increasingly intertwined, our aim was to contribute towards a common framework for studying these two activities -rather than maintaining the traditional dichotomy between them [START_REF] Drejer | Identifying innovation in surveys of services: a Schumpeterian perspective[END_REF].

As there is a high degree of diversity among service industries in terms of innovation patterns and behaviours [START_REF] Miozzo | Internationalisation of services: A technological perspective[END_REF][START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF][START_REF] Camacho | Patterns of Innovation in the Service Sector: Some Insights from the Spanish Innovation Survey[END_REF], a further question arises. [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF] advises against simple generalization where innovation in services is concerned. However, several authors (such as [START_REF] Camacho | Patterns of Innovation in the Service Sector: Some Insights from the Spanish Innovation Survey[END_REF] point out that this heterogeneity also applies to service firms within a similar activity. "Some services may be more similar to certain manufacturing industries than to other services" (Preissl, 2000: 145). Moreover, the on-going process of convergence between manufacturing and service sectors in terms of innovation input and organisational models has been underlined [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF]. Until now, there has been no clear distinction as to how manufacturing and service firms innovate [START_REF] Tether | The organisational-cooperation mode of innovation and its prominence amongst European service firms[END_REF]. It is not surprising therefore that the OECD (through the 2005 version of its Oslo Manual) decided to adopt a unified framework for analysing and measuring innovation activities in both sectors [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF]. Recent results [START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF][START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF] stress that the pattern of service innovation activity is consistent with what is observed for manufacturing, thus supporting the view that service innovation might not be a completely different concept. We thus decided to investigate innovation patterns for the manufacturing and service activities together, allowing however for further distinction within these two industries.

Different types of innovation are found in both industries: "Market innovation, organisational innovation and input innovation make sense in both manufacturing and services" (Flikkema et al., 2008: 528). The importance of organisational factors has been underlined in the service sector. Organisational innovation is viewed as being more prominent in services than in manufacturing [START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF][START_REF] Mansury | Innovation, productivity and growth in US business services: A firm-level analysis[END_REF][START_REF] Tether | The organisational-cooperation mode of innovation and its prominence amongst European service firms[END_REF]among others). [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF] suggests that organisational aspects can either be linked to, or be independent from, the introduction of technological innovation. External relationship innovation, the establishment of relationships with partners [START_REF] Drejer | Identifying innovation in surveys of services: a Schumpeterian perspective[END_REF], and a subset of organisational innovation, has been developed especially for services [START_REF] Djellal | Patterns of innovation organisation in service firms: portal survey results and theoretical models[END_REF][START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF]. Service firms are more likely to engage in collaborations with customers and suppliers as part of their innovation process, whereas manufacturers tend to rely more on in-house R&D and links with universities [START_REF] Leiponen | Competencies, innovation and profitability of firms[END_REF][START_REF] Mansury | Innovation, productivity and growth in US business services: A firm-level analysis[END_REF]. We thus expected service firms to engage more in external collaborations and to adopt different types of collaborative arrangements than their manufacturing counterparts. More generally speaking, organisational innovation should play a more important role in services.

Even though most research on innovation in services has focused on organisational innovation (and on its fuzzy boundary with process innovation), the necessary interaction with clients, service delivery and marketing aspects have also been emphasized [START_REF] Gallouj | Innovation in services[END_REF][START_REF] Hertog | Knowledge-Intensive Business Services as Co-producers of Innovation[END_REF][START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF][START_REF] Flikkema | Identifying Neo-Schumpeterian Innovation in Service Firms: A Conceptual Essay With a Novel Classification[END_REF]among others). Innovation in services is mainly non-technological (organisational, marketing, management, service delivery, etc.) with "softer" attributes such as workforce skills or cooperation practices [START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF]. Den [START_REF] Hertog | Knowledge-Intensive Business Services as Co-producers of Innovation[END_REF] proposes to analyse service innovation in terms of technological, conceptual, client-interface and service delivery innovation. The latter is considered as key to service innovation [START_REF] Gallouj | Innovation in services[END_REF][START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF][START_REF] Flikkema | Identifying Neo-Schumpeterian Innovation in Service Firms: A Conceptual Essay With a Novel Classification[END_REF]. [START_REF] Sundbo | Management of innovation in services[END_REF] also argues that innovation in services tends to be market driven.

Thus, the second group of hypotheses tested (Hypotheses 2) in the empirical section of this paper concerns the role of non-technological innovation on product innovation according to whether the firm is in manufacturing or in service. Previous research leads us to expect organisational and marketing innovations to have a more important impact in the case of service firms.

FURTHER POSSIBLE DETERMINING FACTORS FOR FIRM INNOVATION

Although this paper focuses on an empirical analysis of the impact of non-technological innovations on firm product innovation according to the type of industry, we also paid attention to possible firm-specific determining factors in our empirical models [START_REF] Koch | Absorptive Capacity and Innovation in the Knowledge Intensive Business Service Sector[END_REF], in order to analyse the likelihood of innovation in the first place, and the extent of this innovation in the second place. The most studied determining factors for technological innovation in studies on services, either those that concentrate on services (e.g. [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF][START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF][START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF][START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF][START_REF] Koch | Absorptive Capacity and Innovation in the Knowledge Intensive Business Service Sector[END_REF][START_REF] Tether | The organisational-cooperation mode of innovation and its prominence amongst European service firms[END_REF] or those that study services in conjunction with manufacturing [START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF][START_REF] Castellacci | Technological paradigms, regimes and trajectories: Manufacturing and service industries in a new taxonomy of sectoral patterns of innovation[END_REF], are R&D expenditures, appropriability conditions and obstacles to innovation. As the emphasis has always been placed on technological innovation and manufacturing activities, the major factor for innovation was considered to be R&D activity. Most previous empirical findings highlight the essential role played by R&D expenditures in the innovation process, as it governs both knowledge creation and the firms' ability to absorb external knowledge [START_REF] Crépon | Research and Development, Innovation and Productivity: An Econometric Analysis at the Firm Level[END_REF]. It is also well-acknowledged today that service firms spend much less on R&D than their manufacturing counterparts [START_REF] Camacho | Patterns of Innovation in the Service Sector: Some Insights from the Spanish Innovation Survey[END_REF], R&D not being necessarily used in services [START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF][START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF]. We also included demand-pull and cost-push variables (type of innovation objectives: cost reduction, quality and satisfying customers, market expansion, etc.), and protection methods. Many studies have stressed the importance of effective appropriability conditions for innovation activities (e.g., [START_REF] Spence | Cost reduction, competition, and industry performance[END_REF][START_REF] Becker | Technological Opportunities, Absorptive Capacities and Innovation[END_REF]. We expected to observe a positive association between innovation in manufacturing and protection methods but an absence of such association due to the limited appropriability of the results of service innovative activities considering their intangible nature and high information content [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF]. Obstacles to innovation and aspects linked to the type of competition are also included in the models. Furthermore, the fact that an enterprise is part of a group is also expected to have a positive impact on innovation. Finally, firm size, an explanatory variable used in most innovation studies, is expected to be positively related to innovation [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF], 35.3, 24.4, 30, 32, 33, 31, 34, 24 (excl 24.4), 35.2, 35.4, 35.5, 29); Medium low tech industries (Naces 23,25,26,35.1,27,28); Low tech industries (Naces 36,37,20,21,22,15,16,17,18,19,40,41) are KIBS (Knowledge-Intensive Business Services). For manufacturing, not surprisingly, the most innovative firms are those in the high and medium high tech sector. The main objective was to study the effect of non-technological innovation strategies -defined here as organisational and marketing innovation -on technological innovation. Following [START_REF] Veugelers | Foreign Subsidiaries as a Channel of International Technology Diffusion: some direct Firm Level Evidence from Belgium[END_REF], [START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF] and [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF] we used two dependent variables. The first was the likelihood of innovation or product innovation. It is based on the "yes-no" question concerning the introduction by firms of new or significantly improved products during the three years 2004 to 2006. Out of 568 firms, 47 % reported being innovative (50% in industry and 45% in services). The second dependent variable was the extent of innovation, and was measured as the percentage of total turnover from product innovation that is new to the firm. The survey questions in which firms were asked whether they introduced non-technological innovations , 2005). These four organisational innovation practices were introduced and used in our model. 54%, 47%, 54% and 27% of innovative firms implemented respectively, new business practices, knowledge management systems, methods of workplace organisation, and methods of organising external relations. Non-innovative firms introduced these organisational practices less frequently (respectively 25%, 23%, 25% and 14%). For the purpose of our study, a composite measure of organisational innovation was also introduced, taking the value 1 if firms adopted at least one of the above practices, and the value 0 otherwise.

although

ESTIMATION MODEL

Concerning the extent of innovation, measured as the percentage of total turnover represented by innovative products, we performed a generalized linear model with a Logit transformation. This led us to estimate a Logit transformed form of the variables as ln(Yi /(1-Yi)), the log of the odds of Yi . We estimated the following function:

(1)

where Yi is the extent of innovation for firm i, measured as the share in sales of new products. Equation 1thus refers only to firms that innovated and contains the determinants of the commercial success of a new or improved product, expressed through the extent of innovation variable. NTi represents the set of organisational and marketing innovation variables. Xi is the vector of independent variables, including controls for firm-level heterogeneity such as firm size, sector of activity, belonging to a group and also a set of variables which have previously been shown to be relevant determinants of innovation performance at the firm level, such as extend of R&D activity, obstacles to innovation and/or the use of intellectual property rights, demand-pull and cost-push factors.  and  are the vectors of associated coefficients.

Since the dependent variable measures the percentage of total turnover from innovative products, we only draw on the sub-sample of innovative firms from the data set. Therefore, left-censoring arises when many firms in our sample do not innovate at all. If censoring was not accounted for, there could be a risk that the estimation of innovative performance be biased and misleading. In order to correct for censoring and to assess the impact of organization and marketing innovations on the probability of firms to become innovative, and given that the probability to innovate and the commercial success of innovative products represent two separate phases of the innovation process, we specified a Probit model for the likelihood of innovation. This function can be written as follows:

(2)

where Zi is the latent variable corresponding to the likelihood of innovation. Innovating firms have positive values for Zi and non-innovating firms have negative values. NTi is the set of organisation and marketing variables. Wi is the set of control variables, including firm size, sector of activity, foreign ownership and obstacles to innovation. Other variables such as demand-pull and cost-push factors or R&D intensity, which were introduced in the first step in order to estimate the extent of innovation (Equation 1) are not included here (Equation 2) as these data are only available for innovative firms.  and  are the vectors of associated coefficients.

As the dependent variables in equation 1 and 2 are respectively the percentage of sales represented by new products and the likelihood of innovation, consistent estimates for the parameters of interest can be obtained by maximum likelihood estimation of a generalized Tobit that accounts for censoring in the extent of innovation (Mohnen and Röller, 2005). The inverse Mill's ratio included in the model for correcting leftcensoring was not significant. This indicates that the estimation results for the extent of innovation are not influenced by censoring.

III. EMPIRICAL RESULTS

LIKELIHOOD OF INNOVATION

Table 4 presents estimation results of the Probit estimation for the first dependent variable. Both aggregated measures of organisational and marketing innovations have a strong positive impact on firms' likelihood of innovation, in manufacturing as well as in services, thus providing support for hypotheses 1 for the first stage of the innovation process. Results of the impact of non-technological innovations on product innovation partially support hypotheses 2 concerning the higher effect in the case of services. No individual organisational practice had a significant impact for manufacturing. However, two practices showed an effect in the case of service firms (knowledge management and external relations), in line with expectations. Service firms implementing knowledge management (management skills or sharing, coding and storing knowledge) are thus more likely to have a higher ability to innovate. This tends to corroborate the idea that knowledge management strategies are associated with more flexibility, adaptability, competitive advantage -which should lead to better organisational performance. Firms have opportunities to increase their innovation capacity when they are able to expand, disseminate and exploit organisational knowledge internally, as well as to share, transfer and receive knowledge from external partners [START_REF] Kremp | Knowledge Management, Innovation and Productivity: A Firm Level Exploration Based on French Manufacturing CIS3 Data[END_REF][START_REF] Spicer | Organisational Learning in Smaller Manufacturing Firms[END_REF]. The impact of marketing innovation is also significant in both sectors, and the effect of this aggregated measure was also higher in the case of services. New product design and promotion are the significant dimensions for manufacturing, whereas product placement played more in the case of services.

Among other explanatory variables, we found that the appropriability conditions were strongly and positively associated with the likelihood of innovation and that strategic protection had a strong and significant effect on product innovation in manufacturing. No evidence was found for service firms, probably due to the nontechnical nature of service innovation. These results are in line with our expectations and previous empirical studies [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF][START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF]. In order to control for differences in innovation behaviour of different sub-sectors of activities, we introduced sub-sector dummies to the model. Results show that more technologically advanced manufacturing industries (high tech and medium low tech) have a higher likelihood of introducing new products than low tech industries. In services, the result is somehow counter-intuitive.

Except for transport and communication, knowledge-intensive business services (KIBS) 6 such as R&D, engineering and consultancy, and computer activities do not show a higher likelihood of innovation than less knowledge-intensive sectors (wholesale trade was taken as reference). For our sample, this result does not allow to confirm previous research highlighting the significant differences between sub-sectors of service activities.

The perception of cost-related obstacles is strongly and positively associated to the likelihood of innovation in services. A closer look at the descriptive details shows that this type of obstacle is reported as being very important by 22% of innovating firms, but only by 9% of non-innovating firms (these figures are, respectively, 26% and 13% for knowledge-related obstacles, 24% and 21% for market-related obstacles). These statistics indicate that, regardless of the type of obstacle, innovating firms perceive more frequently than noninnovating firms the obstacles impeding their innovation activities. Therefore, our result for service firms could suggest that cost-related obstacles (lack of funds or high innovative costs) encourage firms, in particular those that innovate, to introduce product innovation. Firm size is equally important in both industries, enhancing the probability of innovation as the size increases. As they tend to engage in more activities, large firms have a greater scope for innovation. This result is in line with previous research [START_REF] Sirilli | Technological innovation in services and manufacturing. Results from Italian surveys[END_REF][START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF][START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF] 7 .

EXTENT OF INNOVATION

Table 5 presents the estimation results of the Logit-transformed estimation for the second dependent variable. The ratio of new products (goods and/or services) in the total sales is a standard measure of innovation performance in empirical studies [START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF]. It represents a further step of the innovation process: the commercial success of new or improved products. We found that, except for organisational innovation for service firms, the aggregated measures of organisational and marketing innovations had no significant impact on firms' extent of innovation, thus invalidating hypotheses 1 for the latter stage of the innovation process. Hypotheses 2 are partially supported as the impact for services of nontechnological innovations was higher than for manufacturing activities.

6 A growing number of researches is dedicated to the study of these KIBS. For a general recent overview, see, for instance, [START_REF] Freel | Patterns of Technological Innovation in Knowledge-Intensive Business Services[END_REF] or Koch and Strotmann (2008) 7 Further splitting firms into size categories (small: 10 to 49 employees, medium: 20 to 249; large: more than 250 employees), as in [START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF] for instance, does not lead to any significant change in the models obtained. These are available on demand. As far as individual practices are concerned, knowledge management practices that help to better use external information and internal skills increased the extent of innovation in manufacturing as they reinforce firms' flexibility and adaptability. Rather surprisingly, we found that the introduction of new or improved methods of business practices such as supply chain, re-engineering, lean and quality management contributed negatively to the extent of innovation in manufacturing. This result might be accounted for by two factors: the dominance of small firms in our sample (86% are Small and Medium Enterprises, SMEs) and the substantial time lag usually associated with the return on investment of such long term strategies. Indeed, most manufacturing SMEs have limited resources [START_REF] Freel | Barriers to Product Innovation in Small Manufacturing Firms[END_REF] and may not be able to dedicate financial or human resources to both internal production improvements and to external market actions such as promotion in order to increase the sales performance of their product innovations. The high costs entailed when implementing such business practices may impede the extent of innovation, at least in the short term.

In addition, when implementing such organizational innovations, employers and employees are involved in a long term process of adaptation and learning which does not immediately result in substantial improvement in innovative performance (what we have called here the "extent of innovation"). On the contrary, new or improved business practices contributed positively to the extent of innovation in services, as well as external relations, which is in line with previous literature [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF][START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF][START_REF] Camacho | Patterns of Innovation in the Service Sector: Some Insights from the Spanish Innovation Survey[END_REF]among others).

As for R&D activities, we observed a positive and significant effect on all firms considered together, which indicates that the extent of innovation is higher for firms that invest heavily in R&D. This result reflects the acknowledged role of R&D expenditure in enhancing technological innovation, as largely documented in the literature [START_REF] Crépon | Research and Development, Innovation and Productivity: An Econometric Analysis at the Firm Level[END_REF][START_REF] Griffith | Mapping the Two Faces of R&D: Productivity Growth in a Panel of ODCE Industries[END_REF]. Surprisingly however, R&D intensity has a positive effect only in services. This may be explained by the structure of our sample of innovating firms, which included 30% of KIBS (computer activities and R&D, engineering and consultancy), highly engaged in R&D activities, but mostly small and less technology intensive manufacturing firms (60%), who innovate but are traditionally not very engaged in R&D -or do not have formal R&D departments with specific expenditures. The result for service firms is accordance with recent R&D surveys which have reported R&D as being crucial for services [START_REF] Tether | The Sources and Aims of Innovation in Services: Variety Between and Within Sectors[END_REF][START_REF] Love | External Linkages, R&D and Innovation Performance in US Business Services[END_REF], and not only for computer services or telecommunications.

Among the set of other explanatory and control variables, firm size was not significant for manufacturing, but was significant, and negative, for services. This result is in accordance with previous empirical literature [START_REF] Hipp | The incidence and effects of innovation in services: Evidence from Germany[END_REF] showing that firm size increases the probability to innovate but decreases innovation performance. Belonging to a group was positively (but weakly) significant in manufacturing and services.

Using innovation protection methods had no effect on the extent of innovation, as was expected. We also found that the perception of costs-related obstacles such as the lack of funds or high innovation costs was, as for the likelihood of innovation, positively associated with the extent of innovation in services. In manufacturing, the perception of market-related obstacles (dominance of established firms or uncertain demand) appeared to be positively related to the extent of innovation. The intensity of competition was found to be not significant for explaining the likelihood of innovation or the extent of innovation. This result is not in accordance with the well-established idea that competition is a key driver for innovation [START_REF] Baldwin | Market Structure and Technological Change[END_REF][START_REF] Cohen | Empirical Studies of Innovation and Market Structure[END_REF]. We also found that the demand-pull variable had a strong and positive effect on the commercial success of product innovation in services. Dedicating attention to improving market conditions (enhanced quality of services, increased range or market share) pays off more for service firms in terms of commercial success of product innovation, in line with the literature.

Overall, we found that determinants for both stages of the innovation process varied more for manufacturing than for services. Indeed, for manufacturing firms, most of the effects that were found to be statistically significant in the estimates for the probability to introduce product innovations become insignificant with respect to the extent of innovation. Non-technological innovation activities, strategic protection, firm size and belonging to a group become no longer relevant for the extent of innovation. For this latter phase, three other effects were identified: business practices (a dimension of organisational innovation) had a negative impact whereas knowledge management and market-related obstacles had a positive effect. For services, three common factors appeared in the two phases: organisational innovation (as an aggregated variable, and mainly the external relations' dimension), firm size (which was positively correlated for the likelihood of innovation, but negatively for the extent of innovation), and cost-related obstacles. Two additional positive effects appeared, due to factors which were not included in the basic model: demand-pull effects of innovation (as services are largely co-produced with customers), and R&D intensity. On the whole, demandsided factors for manufacturing and financial conditions for services increased the estimates for this outcomeoriented variable, in line with recent results observed with Swiss firms [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF].

CONCLUSION

The recent literature highlights the iterative character of innovation processes where non-technological activities play a crucial role [START_REF] Tatikonda | Integrating Operations and Marketing Perspectives of Product Innovation: The Influence of Organisational Process Factors and Capabilities on Development Performance[END_REF][START_REF] Schmidt | Non-technological and Technological Innovation: Strange Bedfellows? Working Paper 07[END_REF][START_REF] Armbruster | Organisational innovation: The challenge of measuring non-technical innovation in large-scale surveys[END_REF]. Contributing to a better understanding of the relationships between various forms of innovation and using data on manufacturing and service firms, we tested the impact of organisational and marketing innovations on technological innovation in order to capture such effects.

Our study highlights the importance of these two types of non-technological innovation activities with respect to the likelihood to innovate. Both organisational and marketing innovations led to a higher propensity to introduce new or improved products, especially for service firms, confirming previous results reported by [START_REF] Schmidt | Non-technological and Technological Innovation: Strange Bedfellows? Working Paper 07[END_REF]. When considering the extent of innovation, only organisational innovation had a significant effect, as an aggregated variable in the case of services, but only for some practices for manufacturing. This result confirms the importance of "soft" changes [START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF][START_REF] Tether | The organisational-cooperation mode of innovation and its prominence amongst European service firms[END_REF] such as organisational factors in the service sector (e.g. [START_REF] Sirilli | Technological innovation in services and manufacturing. Results from Italian surveys[END_REF][START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF][START_REF] Drejer | Identifying innovation in surveys of services: a Schumpeterian perspective[END_REF][START_REF] Tether | Do Services Innovation (Differently)? Insights for the European Innobarometer Survey[END_REF]; among others). However, the significant effect of R&D on the extent of innovation for services does not fit with this view. In this respect, innovation in services might be more like innovation in manufacturing firms than was thought until now [START_REF] Arvanitis | Explaining Innovative Activity in Service Industries: Micro Data Evidence for Switzerland[END_REF]. Our results offer little support for the view that service innovation is a completely different concept from that of manufacturing innovation, at least when services as and manufacturing are taken "as a whole", and when dealing with SMEs as was the case in this survey. Moreover, our results show that the effects of non-technological innovation also differ according to whether the firm is in the first step of the innovation process (i.e. being innovative or not), or in a subsequent step (i.e. the extent of innovation). These differences in determinants were higher for manufacturing than for service firms.

These results entail important implications for theory in four directions. First, the importance of organisational innovation for services is confirmed, leading to conceptual and theoretical questions on the link between product, process and organisational innovations for that type of industry. Second, the two stages of the innovation process are determined by different variables. Theoretical works on the determinants of innovation, and on the impact of innovation on firm performance and, more generally, on economic wealth, should focus on examining what counts more: being innovative or having new products with commercial success? If the latter seems more effective in terms of firm performance, then how can we compare large and small firms, and firms with different economic activities? Third, the effects of non-technological innovations on technological innovation vary according to the type of industry, even though the similarities are not negligible. In particular, non-technological innovations have a significant effect for manufacturing and services in terms of likelihood of innovation, in line with the acknowledged belief that there is a climate for innovation that spreads throughout all aspects of organisational life, thus in technological as well as nontechnological areas. Strangely enough, this does not appear to be true for the latter stage, even though research [START_REF] Teece | Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy[END_REF] has stressed the importance of complementary assets and competencies for technological innovation. For the extent of innovation, organisational innovation is found to be key for services. Fourth, SMEs do behave differently, especially as they do not possess such complementary assets internally. For this reason external relations appear as the most important determinant in both phases, especially for service firms (due to the very nature of services and their co-production with clients).

Based on these considerations, a number of points may be of use to policy-makers intent on supporting innovation in manufacturing and service industries, especially in SMEs. Some of our results confirm previous observations and works. In particular, the major obstacles for service firms are economic and financial in nature [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF], but linked to the market for manufacturing. Market-related aspects are less problematic for services, probably due to the co-terminality between production and consumption [START_REF] Gallouj | Innovation in services[END_REF] and to the customisation implemented in order to answer to a wide range of users' needs [START_REF] Evangelista | Sectoral Patterns of Technological Change in Services[END_REF]. As such, service firms are aware of the importance of external links. Public policy has already enforced this aspect of innovation determined by external relations, for instance through incentives for R&D collaborations or through cluster policies. However, this focus on external relations might not be only focused on scientific collaborations, as is often the case in Europe, but also on external relations in general. Moreover, some of our results do not fit with previous findings and should be considered with care by policy-makers. They should be aware of the fact that the broad category of "services" encompasses various kinds of services, some of which (mainly the KIBS) are R&D intensive (with similarities with manufacturing firms), others not (transport, wholesale trade, etc.). Incentives for innovation should therefore take these differences into consideration, and endeavour to be more adapted to the sub-sectors of each industry.

Further refinements on organisational and marketing innovation definitions should also be considered for further Community Innovation Surveys as these are still too specific to manufacturing.

Future research on the impact of non-technological innovations on technological innovation, and more generally on firm performance, could allow for an appropriate time lag in order to assess the long-term impact of organisational or marketing innovation. Also, as argued by [START_REF] Armbruster | Organisational innovation: The challenge of measuring non-technical innovation in large-scale surveys[END_REF], it would be interesting to compare results with other large-scale surveys (NUTEK, DRUID, EPOC, INNFORM, COI) that use other measures both for organisational and marketing innovations, and for technological innovation. We can conclude that, although knowledge about innovation in services has substantially improved over the recent years, as well as knowledge concerning the different types of innovation, these interrelations still remain largely unexplored. Therefore, this present analysis represents only a small step along the path to achieve greater knowledge concerning the variety in innovation patterns between manufacturing and servicesnotwithstanding that further analysis should also focus on the heterogeneity within these two largely-defined sectors. Much work remains ahead in order to fully understand the complementary effects of different types of innovation.

  ; Wholesale trade (Nace 51); Transport and communication (Naces 60, 64); Financial intermediations (Naces 65, 67); Computer activities (72); Research and development -Engineering and consultancy (Naces 73, 74.2, 74.3).

(

  organisation and marketing) were of particular interest to this study. The first type of non-technological innovation is organisational innovation, which encompasses four types of practices: (a) New business practices for organising work or procedures (i.e. supply chain management, business re-engineering, lean production, quality management, education/training systems, etc.); (b) new knowledge management systems designed to improve information use or exchange, knowledge and skills within the enterprise or to collect and interpret information from outside the enterprise; (c) new methods of workplace organisation for distributing responsibilities and decision-making (i.e. team work, decentralisation, integration or de-integration of departments, etc.) and (d) new methods of organising external relations with other firms or public institutions (i.e. first use of alliances, partnerships, outsourcing or sub-contracting, etc.) (OECD

  research results are still ambiguous(Shefer and Frenkel, 2005;[START_REF] Koch | Absorptive Capacity and Innovation in the Knowledge Intensive Business Service Sector[END_REF].

	II. DATA, STATISTICS AND ESTIMATION MODEL
	1. DESCRIPTIVE DATA AND STATISTICS

In this study we used data from the Community Innovation Survey 2006

(CIS 2006)

compiled for firms in Luxembourg over the period 2004 to 2006. The survey was coordinated by EUROSTAT. It was carried out in 2008 by CEPS/INSTEAD 3 in collaboration with STATEC 4 and concerned 1491 enterprises: 320 in the manufacturing sector and 1158 in the service sector. The target population covered 99.5% of the enterprises in Luxembourg. A sample of 644 firms received the questionnaire (220 in manufacturing and 411 in services). Due to the very high response rate (88%), a no-response survey was not deemed necessary. After correcting for unusable responses, we were able to use a final sample of 568 innovating and non-innovating firms with more than 10 employees (the target population of Community Innovation Surveys) in manufacturing (212 firms, 37% of total) and services (356 firms, 63% of total). Eight sub-groups of activities (five for services, three for manufacturing) were established according to the NACE sector classification 5 . Table 1 indicates the percentage of innovative firms in each of these categories: the most innovative service firms are found in financial intermediation, computer activities and R&D, engineering and consultancy. The two latter categories 3 International Network for Studies in Technology, Environment, Alternatives, Development 4 Central Service of Statistics and Economic Studies 5 High and medium high tech manufacturing industries (Naces

TABLE 1

 1 Innovating and non-innovating firms classified per activity

		Services		Manufacturing
			%			%
		Total firms	innovative		Total firms	innovative
				High and medium high
	Wholesale trade	75	36%	tech	64	71%
	Transport and communication 110	27%	Medium low tech	82	47%
	Financial intermediations	83	66%	Low tech	66	39%
	Computer /IT	44	64%
	R&D -Engineering and
	consultancy	44	51%
	Total	356	45%	Total	212	50%
	Of the 568 firms, 52% have less than 50 employees, 21% between 50 and 100, 13% between 100 and 250, and

14% are large firms (> 250 employees, according to the European definition). Table

2

presents the data set structure classified according to industry type and firm size. The percentages per size category are found to be relatively similar in both industries.

TABLE 2

 2 Innovating and non-innovating firms classified per industry and size

			Services	Manufacturing
		Total firms	% innovative	Total firms	% innovative
	Size : 10-49	192	43%	102	40%
	Size : 50_99	76	41%	43	48%
	Size : 100_249	39	66%	36	75%
	Size : >250	49	82%	31	84%
	Total	356	45%	212	50%

  Table 3 presents summary statistics of our main variables by industry (See Appendix A for the definition of each variable).

TABLE 3

 3 Summary statistics of principal variables classified per industry

Services Industry Mean Std. Dev. Min. Max. Mean Std. Dev. Min. Max.

	Innovations
	Extent of innovation	0.04	0.09	0	.7	0.05	0.10	0	.5
	Likelihood of innovation	0.45	0.49	0	1	0.50	0.49	0	1
	Organizational innovation	0.58	0.50	0	1	0.56	0.50	0	1
	Marketing innovation	0.35	0.47	0	1	0.33	0.46	0	1
	Detailed organizational practices
	Business practices	0.38	0.49	0	1	0.41	0.49	0	1
	Knowledge management	0.36	0.48	0	1	0.27	0.44	0	1
	Workplace organization	0.38	0.49	0	1	0.41	0.49	0	1
	External relations	0.21	0.41	0	1	0.18	0.38	0	1
	Detailed Marketing methods
	Product design	0.12	0.33	0	1	0.13	0.34	0	1
	Product promotion	0.16	0.37	0	1	0.20	0.40	0	1
	Product placement	0.11	0.32	0	1	0.07	0.26	0	1
	Pricing	0.18	0.38	0	1	0.07	0.27	0	1
	Obstacles to innovation
	Cost-related obstacles	0.13	0.34	0	1	0.21	0.41	0	1
	Knowledge-related obstacles	0.19	0.39	0	1	0.20	0.40	0	1
	Market-related obstacles	0.21	0.41	0	1	0.24	0.43	0	1
	R&D
	R&D intensity	0.03	0.32	0	6.48	0.04	0.12	0	6.22
	Innovation protection
	Strategic protection	0.41	0.49	0	1	0.35	0.48	0	1
	Formal protection	0.16	0.36	0	1	0.19	0.40	0	1
	Other variables
	Competition intensity	3.51	0.75	1	4	3.45	0.75	1	4
	Demand-pull	0.36	0.42	0	1	0.38	0.42	0	1
	Cost-push	0.17	0.26	0	1	0.27	0.35	0	1
	Firm size	3.42	1.00	2.30 8.03	3.70	1.14	2.30 8.19
	Group	0.52	0.50	0	1	0.41	0.49	0	1
	Observations		356				212

  The second type of non-technological innovation was marketing innovation, which encompasses four types of practices: (a) Significant changes to product design or to the packaging of goods or services; (b) New media or techniques for product promotion (i.e. the first use of new advertising media, fundamentally new brand to target new markets, etc.); (c) New methods of product placement or sales channels (i.e. first use of franchising or distribution licenses, direct selling, exclusive retailing, new concepts for product presentation, etc.) and (d) New methods of pricing goods or services (i.e. first time use of variable pricing by demand, discount systems, etc.). 24%, 26%, 19% and 24% of innovative firms implement significant changes in product design or packaging, new media or techniques for product promotion, new methods for product placement or sales channels, and new pricing methods. In addition, a composite measure of marketing innovation was introduced, which was attributed the value 1 if firms introduced at least one of these four practices and 0 otherwise.

TABLE 4

 4 Estimation results for the Likelihood of Innovation (Probit)

		All sectors		Industry		Services
		Aggregated	Detailed	Aggregated	Detailed	Aggregated	Detailed
	Organisational innovation	0.513 (0.126)***	-	0.525 (0.254)**	-	0.508 (0.218)**	-
	Business practices	-	0.305 (0.176)*	-	-0.006 (0.347)	-	0.290 (0.307)
	Knowledge management	-	0.320 (0.167)*	-	0.111 (0.456)	-	0.626 (0.255)*
	Workplace organisation	-	0.041 (0.174)	-	0.229 (0.316)	-	-0.025 (0.257)
	External relations	-	-0.135 (0.205)	-	0.398 (0.384)	-	-0.544 (0.327)*
	Marketing innovation	0.689 (0.148)***	-	0.611 (0.287)**	-	0.218 (0.193)***	-
	Product design	-	0.615 (0.219)***	-	0.693 (0.401)*	-	0.652 (0.357)*
	Product promotion	-	0.337 (0.180)*	-	0.680 (0.410)*	-	0.214 (0.330)
	Product placement	-	0.488 (0.226)*	-	0.680 (0.410)	-	0.695 (0.340)**
	Pricing	-	-0.114 (0.212)	-	-0.840 (0.650)	-	0.513 (0.307)
	Other variables
	Cost-related obstacles	0.562 (0.181)***	0.618 (0.207)***	0.127 (0.278)	0.278 (0.260)	0.950 (0.323)***	0.728 (0.282)***
	Knowledge-related obstacles	0.063 (0.175)	0.069 (0.188)	0.071 (0.280)	0.008 (0.250)	0.015 (0.238)	0.074 (0.261)
	Market-related obstacles	0.021 (0.132)	0.022 (0.174)	-0.010 (0.217)	-0.067 (0.240)	0.076 (0.296)	0.208 (0.274)
	Strategic protection	0.494 (0.128)***	0.465 (0.142)***	0.709 (0.212)***	0.718 (0.293)**	0.141 (0.230)	0.028 (0.267)
	Formal protection	0.364 (0.198)**	0.368 (0.166)**	0.369 (0.252)	0.588 (0.294)	0.115 (0.302)*	0.111 (0.334)
	Competition intensity	-0.046 (0.074)	-0.043 (0.094)	-0.119 (0.157)	-0.113 (0.132)	-0.043 (0.136)	-0.043 (0.136)
	Firm size	0.212 (0.061)***	0.221 (0.055)***	0.206 (0.085)*	0.255 (0.120)**	0.286 (0.077)***	0.244 (0.09)**
	Group	0.469 (0.150)***	0.443 (0.137)***	0.463 (0.202)**	0.426 (0.218)*	0.365 (0.230)*	0.345 (0.274)
	Services	-0.207 (0.135)	-0.171 (0.133)	-	-	-	-
	S_Transport and Communication					-0.538 (0.289)*	-0.548 (0.288)*
	S_Financial intermediations	-	-	-	-	0.419 (0.292)	1.046 (0.261)
	S_Computer activities	-	-	-	-	0.216 (0.306)	0.724 (0.337)
	S_R&D -Engineering and consultancy	-	-	-	-	0.267 (0.344)	0.810 (0.324)
	I_High and medium high tech	-	-	1.055 (0.248)***	0.640 (0.261)***	-	-
	I_Medium low tech	-	-	0.230 (0.241)*	0.181 (0.300)	-	-
	Constant	-1.813 (0.372)***	-1.743 (0.387)***	-1.462 (0.626)***	-1.423 (0.555)***	-1.789 (0.604)***	-1.686 (0.483)***
	Log-Likelihood	-288.9	-289.6	-97.9	-93.6	-167.3	-166.0
	Pseudo R2	0.264	0.262		0.363	0.317	0.321
	Observations	568	568	212	212	356	356

Note: * significant at 10%; ** significant at 5%; *** significant at 1%. Robust standard errors in parentheses

TABLE 5

 5 Estimation results for the Extent of Innovation(Logit-transformed)

			All sectors		Industry		Services
		Aggregated	Detailed	Aggregated	Detailed	Aggregated	Detailed
	Organisational innovation	0.195 (0.204)	-	-0.160 (0.297)	-	0.413 (0.228)*	-
	Business practices		-0.026 (0.195)	-	-1.067 (0.366)***	-	0.388 (0.227)*
	Knowledge management	-	-0.131 (0.207)	-	0.542 (0.290)*	-	-0.103 (0.287)
	Workplace organisation	-	0.237 (0.211)	-	0.400 (0.314)	-	0.043 (0.265)
	External relations	-	0.025 (0.173)	-	0.425 (0.268)	-	-0.424 (0.216)*
	Marketing innovation	-0.104 (0.166)	-	-0.239 (0.262)	-	-0.037 (0.265)	-
	Product design	-	-0.033 (0.216)	-	-0.212 (0.270)	-	0.140 (0.286)
	Product promotion	-	0.203 (0.177)	-	0.394 (0.293)	-	0.067 (0.241)
	Product placement	-	-0.312 (0.186)	-	-0.356 (0.295)	-	-0.138 (0.233)
	Pricing	-	0.207 (0.215)	-	0.122 (0.411)	-	0.158 (0.259)
	R&D
	R&D intensity	0.407 (0.042)***	0.432 (0.058)***	0.435 (1.244)	0.672 (1.160)	0.349 (0.049)***	0.417 (0.067)***
	Obstacles
	Cost-related obstacles	0.279 (0.187)	0.267 (0.188)	-0.130 (0.378)	-0.145 (0.322)	0.575 (0.204)***	0.594 (0.214)***
	Knowledge-related obstacles	-0.218 (0.201)	-0.207 (0.203)	-0.256 (0.390)	-0.569 (0.385)	-0.300 (0.246)	-0.254 (0.234)
	Market-related obstacles	0.262 (0.202)	0.229 (0.205)	0.599 (0.319)*	0.647 (0.326)**	-0.040 (0.220)	0.102 (0.255)
	Other explanatory variables
	Demand-pull	0.610 (0.482)	0.618 (0.481)	0.512 (0.745)	0.253 (0.701)	1.803 (0.567)***	2.024 (0.580)***
	Cost-push	0.076 (0.282)	0.090 (0.290)	0.250 (0.431)	0.366 (0.395)	-0.499 (0.384)	-0.557 (0.343)
	Strategic protection	-0.076 (0.185)	-0.123 (0.194)	-0.228 (0.266)	-0.296 (0.278)	0.009 (0.250)	0.003 (0.259)
	Formal protection	-0.021 (0.176)	-0.058 (0.174)	0.132 (0.261)	0.030 (0.236)	-0.048 (0.251)	-0.096 (0.243)
	Competition intensity	0.118 (0.115)	0.118 (0.115)	0.247 (0.240)	0.116 (0.225)	0.024 (0.131)	0.034 (0.136)
	Control variables
	Firm size	-0.124 (0.057)**	-0.115 (0.058)**	-0.085 (0.092)	-0.102 (0.092)	-0.197 (0.075)***	-0.203 (0.080)***
	Group	0.009 (0.177)	-0.008 (0.169)	-0.531 (0.259)**	0.010 (0.230)	0.365 (0.230)	0.420 (0.230)*
	Services	0.041 (0.154)	0.073 (0.166)	-	-	-	-
	S_Transport and Communication	-	-	-	-	0.452 (0.345)	0.532 (0.294)*
	S_Financial intermediations	-	-	-	-	0.471 (0.290)	0.554 (0.296)*
	S_Computer activities	-	-	-	-	-0.337 (0.324)	-0.388 (0.339)
	S_R&D -Engineering and consultancy	-	-	-	-	-0.577 (0.343)	-0.598 (0.347)
	I_High and medium high tech	-	-	0.154 (0.285)	0.145 (0.237)	-	-
	I_Medium low tech	-	-	0.203 (0.330)	0.743 (0.372)**	-	-
	Constant	-2.466 (0.616)***	-2.470 (0.628)***	-1.560 (1.150)***	-1.803 (0.992)***	-3.570 (0.730)***	-3.758 (0.745)***
	Log-Pseudolikelihood	-65.3	-65.0	-25.9	-25.2	-37.5	-37.1
	Observations	266	266	106	106	160	160
	Note: * significant at 5%; ** significant at 5%; *** significant at 1%. Bootstrapped standard errors in parentheses

ACKNOWLEDGEMENTS

The authors are indebted to Christian Lebas, Patrick Musso, Phu Nguyen, Maréva Sabatier, and two anonymous referees for constructive comments. The authors also wish to thank various participants of the 3 rd European Conference on Entrepreneurship and Innovation 2008 (Southampton, UK) and the Conference "En route vers Lisbonne 2008" (Luxembourg) for their useful and constructive comments.

Obstacles to innovation

Cost-related obstacles Equals 1 if the score of importance of at least one of three following obstacles (scores between 0 (unimportant) and 3 (crucial)) is "crucial": (1) lack of funds within your enterprise;

( Formal protection Equals 1 if the score of importance of formal protection method "patent" or "trademarks" or "registration of design patterns" or "copyrights" is "crucial", 0 otherwise (scores between 0, unimportant and 3, crucial)

Strategic protection

Equals 1 if the score of importance of strategic protection method "secrecy" or "complexity of design" or "lead-time advantage on competitors" is "crucial", 0 otherwise (scores between 0, unimportant and 3, crucial)

Other variables

Demand-pull objectives Sum of scores of importance of three demand-related objectives of innovation, number between 0 (unimportant) and 3 (crucial): ( 1