Innovation management in small and large companies: comparative insights from Switzerland

Abstract

Innovation is a key driver of growth, competitiveness, and technological progress at both micro and macro levels. Despite Switzerland's position as the world’s most innovative country, there is limited research on how innovation is managed within its businesses. This study addresses this gap and explores how small and large Swiss companies establish innovation strategies, processes, and structures to achieve organisational goals. This comparative study examines innovation management in small (10–49 employees) and large (250+ employees) Swiss companies across various industries, using qualitative semi-structured interviews with innovation leaders. Findings show that while both groups prioritize innovation, their approaches differ. Large companies rely on structured processes but often face bureaucratic barriers to radical innovation. In contrast, small firms benefit from agility and intuitive practices but may lack efficiency due to informal processes and limited evaluation. Innovation culture is easier to shape in small firms through direct leadership, where as large firms struggle to encourage risk-taking. The study suggests that large firms can enhance innovation by adopting more agile methods, while small firms could benefit from more structured planning and evaluation. This paper enriches academic understanding of innovation management by providing a qualitative comparison of small and large Swiss businesses and offers practical insights for companies and policymakers aiming to strengthen innovation capabilities.