survey on territorial clustering and high- technology ... · general characteristics, origins and...

SURVEY ON TERRITORIAL CLUSTERING AND HIGH- TECHNOLOGY INNOVATION

A)

B)

c)

D)

E)

F)

G)

GENERAL CHARACTERISTICS, ORIGINS AND ENTREPRENEURSHIP

CAMBRIDGE/OXFORD AS A HIGH-TECH LOCATION

GROWTH AND ACQUISITIONS

INNOVATING ACTIVITY

LINKS WITH THE UNIVERSITY AND RESEARCH INSTITUTIONS

INTER-FIRM NETWORKS

SCALE AND NETWORKING

O ESRC Centre for Business Research, University of Cambridge, 1995

A GENERAL CHARACTERISTICS, ORIGINS AND ENTREPRENEURSHIP

Al. Please provide a brief description of your firm’s business activity.

ACTIVITY IA2. Was your firm set up tn provide a specialised product or service for a particular market niche

or set of customers?

YesiNn ~

IF YES (IF NO, GO TO A4)

A3 How important have the following been for your development since start up:

Score from 1-5 with 1 indicating completely unimportant and 5 indicating extremely important

Expanding sales within your original market niche?

❑EXPAND

Diversifying by developing new products/services?DIVERS

A4. In which nf the following areas do you feel your firm’s main competitive advantages Iie?

Score from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant

[CARD]

Price

Marketing and promotion skills

Established reputation

Product/service design

Product/service quality

Technological innovation

Specialised expertise or product

Research & Development

Flair and creativity

Attention and responsiveness to client needsi

COMPADO1

COMPAD02

COMPAD03

COMPAD04

COMPAD05

COMPAD06

COMPAD07

COMPAD08

COMPAD09

COMPAD1O

@ ESRC Centre for Business Research, University of Cambridge, 1995

AS.

A6.

Al,

As.

Was the firm set up in the Cambridge/Oxford region?

mYesiNO

IF NO (IF YES, GO TO AS)

Where did the firm move from?

I!Ecl

Why did the firm move to Cambridge/Oxford?

m

Was your firm set up by another firm, a spin-off from an existing tirm/institution or anindep~ndent start-up?” - ESTAB1

Another firm

m

Spin-off

n

Independentstart-up n

(ijby unotherjirm - ask A9, ifspirr off- ask Al 1, ifofhcr - ask A 12)

A9. If set up here by another firm, where is that firm based?

m

A 10. Why did it decide to set up this operation here?

-

(GO TO A14)

All

A12

A13

If a spin-off, was this from a firm or a research institution? SPINOFF

Firmn

Research institutionD

If a new start-up (including spin-off) in Cambridge/Oxford, why did the founder(s)choose to locate the firm in the Cambridge/Oxford region?

=

Where was the founder(s) employed immediately previously (location and size of firm,Cambridge/Oxford or other uni;ers;ty department, government-research establishment, etc.)?

nName NAME

nPlace PLACE Size (empt.)

DSIZE


A 14. lf the founder(s) moved to the Cambridge/Oxford region at some stage, was the area’sresidential environment, as a place to live, of any importance in his/her movement decision?

Score from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant.

Importance of residential environmentL!!Xll

A15

A16

A17

A18,

Did the founder possess managerial qualifications, managerial experience, researchqualifications and/or research experience? (lick)

qualifications experience

‘esearcb ~

Managerial

Was your firm formed primarily to develop or exploit a technological idea or innovation?

Yes/’No ESTAB2

IF YES (IF NO, GO TO A18)

What was the source of tbe idea/innovation SOURCE

The university

Tbe founder

The firm which previously employed the founder

Other, please specifyH

What would you say were tbe founders’ motives in setting up the firm?

MOTIVE1MOTIVE2

(Open question, then show following cardj

Score from 1-5 with 1 indicating completely unimportant and 5 indicating very important.

Desire for independence/be own boss

+

MOT1

To make money MOT2

Stimulated by research possibilities and urge to innovate MOT3

Threatened or actual unemploymentI

MOT4

Identified new market opportunity I MOT5

Other, please specify I OTHMOT:MOT6


B CAMBRIDGE/OXFORD AS A HIGH - TECH LOCATION

B1. What would you say are the main advantages to your firm of operating in theCambridge/Oxford region?

ADVANT1ADVANT2

B2. How importanthave tbe following been for your firm’s development?


[CARD] Research links with Cambridge/Oxford University

Research links with other Cambridge/Oxford region firms ororganisations

Informal local access to innovative people, ideas,

technologies

Quality of local research staff

Local availability of research staff

Local availability of managerial/professional staff

Attractive local living environment for staff and directors

Credibility, reputation and prestige of a Cambridge/Oxfordaddress

Proximity to local customers

Proximity to local suppliers, subcontractors

Access to local sources of capital, finance

Availabi Iity of appropriate premises

Access to international airports

Access to London

Advantages of Science Park location

Access to local business services

Supportive local government services

Supportive local training organisations

Local shareholders

DEVELO1 I

EDEVEL02

DEVEL03

DEVEL04

DEVEL05

DEVEL06

DEVEL07

DEVEL08

DEVEL09

F1DEVEL1O

DEVEL1l

[ DEVEL12 I

I DEVEL13 I

I DEVEL14 I

laDEVEL15

DEVEL16

DEVEL17

DEVEL18

DEVEL19

B3 What would you say are the main disadvantages associated with operating in theCambridEe/Oxford region? DISADV1

DISADV2


B4. Have any of the following constrained the firm’s development?

Score from 1-5 with 1 indicating completely unimportant and 5 indicating extremely important.

[CARD] Lack of appropriate premises locally

Cost of premises locally

Shortage of local skilled Iabour

Shortage of local semiskilled labour

Shortage of local secretarial Iabour

Shortage of local managerial ski Ils

Shortage of local marketing and sales skills

Local planning controls

Housing problems for staff

Transport problems for staff

Inadequate local business services

Lack of local subcontractors

Poor quality of local subcontractors

Absence of government grants

Inadequate/costly environment for manufacturing

Difficulty in accessing local sources of capital, finance

Other (please specify)

=i

CONST02

CONST03

CONST04

CONST05

==--lCONST07 I

-4CONST08

CONST09

CONSTIO ]

=1CONST11

CONST12

CONST13

CONST14

+

CONST15

CONST16

OTHCON:

B5. Since you began operating in the Cambridge/Oxford region, have you transferred anyproduction or research functions to or from locations outside the region? TFL4NS

YEWNO (IF NO, GO TO C)Et6, What were these functions? FUNCI

FUNC2

El, Where were these functionsTo

transferred:TRANS1 From TRANS2

B8. Roughly how many jobs were involved?

mno”fj”bs

f39. Why were they transferred?- e.g. was the transfer a consequence of acquisition, takeover ormerger?

TRANS3TRANS4


c GROWTH AND ACQUISITION

cl. Have you acquired or merged with any other firm(s) in the last five years?

Yes/No MERGE1

IF YES (IF NO, GO TO C8)

C2. Whatwere your reasons for acquiring/merging?REAS1REAS2

C3 Why did the firm you acquired/merged with agree?REAS3REAS4

C4. How importantwas gaining access to a researchcapability or innovation in your decision toacquire/merge?

score from 1-5 with 1 indicating unimportant and 5 indicating very impnrtant

Research capabi Iity

El

ACCI

Innovation ACC2

C5. How importantin tbe decision to acquire/merge, was the desire to have a subsidiary in theCambridge/Oxford region?

score from 1-5 with 1 indicating unimportant and 5 indicating very important

Importance of subsidiaryH

C6. Would you say that the Cambridge/Oxford subsidiary has grown faster, at the same rate or

slower since takeover than before? GROWTH1

‘astern‘tthesameraten‘]”W”EIIF FASTER OR SLOWER

cl. Why?GROW1GROW2

@ ESRC Centre fnr Business Research, University of Cambridge, 1995

C8.

C9.

Clo

Cll

Have you been acquired by another firm in the past 5 years?

Yes/No MERGE2

IF YES (IF NO, GO TO C14)

What were the motives of the parentfirm?REAS5REAS6

Why did your firm agree?REAS7REAS8

How importantdo you feel your research capability, or an innovation developed by you, wasas a reason for takeover?


Research capability

Innovation ACC4 II I

C12. Would you say that the Cambridge/Oxford subsidiary has grown faster, at the same rate orslower since takeover than before? GROWTH2

‘astern ‘tthesameraten “owern

IF FASTER OR SLOWER

c13. Why?GROW3GROW4

C 14. Could you please describe your attitude to the possibility of being taken over? ATTIT

Opposedn n“’fav”ur n

Open-minded

C 15. Could you please explain the reasons for your attitude towards takeover.ATT1ATT2


D INNOVATING ACTIVITY

D1. Approximately what proportion of current sales are the result of innovations in products or

services developed by your firm in the last three years?

Sales resulting from innovationsm

D2. What are these innovations?INNOV1INNOV2fNNOV3

D3 How would you rate the originality of these innovations?

Score 1-5 with 1 indicating minor innovations and 5 indicating major innovations:

Originality~

D4, Please indicate the importance of the following as sources for your innovating activities

Score from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant

[CARD]

Within firm

Within organisation

Suppliers of standardised materials andcomponents

Suppliers of customised materials andcomponents

Clients or customers

Competitors in your line of business

Consultancy firms

University/higher education institutes

Other, please specify

Cambridge/ Rest of UK Outside UKOxford

Coxl

COX2 RESTUK2

COX3 RESTUK3 OUTUK3

COX4 RESTUK4 OUTUK4

COX5 RESTUK5 0UTUK5

COX6 RESTUK6 OUTUK6

COX7 RESTUK7 OUTUK7

COX8 RESTUK8 0UTUK8

OTHCOX: OTHREST: OTHOUTCOX9 RESTUK9 OUTUK9


D5 What were the main barriers to innovation encountered by your firm?Score from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant

Lack of finance

Prohibitive costs of innovation

Uncertainty/length of pay-off period from innovation

Lack of skilled personnel

Resistance to change within firm

Innovation too easy to copy

Lack of customer responsiveness to new products

Other, please specifj i

BAR1

BAR2

BAR3

BAR4

BARS

BAR6

BAR7

OTHBAR:

P5!---!D6. Has being in the Cambridge/Oxford region helped you to overcome these barriers?

Yes/No OVER

IF YES (IF NO, GO TO E)

D7, How? - OVCM1OVCM2


E

El.

E2.

E3

E4.

LINKS WITH THE UNIVERSITY AND RESEARCH INSTITUTIONS

Since formation, has the firm had any:research links with a university department or government-funded research establ ishment?.,

ies/NO

local Iinks with universities? YesiNO

IF YES (IF NO, GO TO E13)

Which ones?RESLIN1RESLIN2

Have these links been formal or informal?

Formal/Informal FORMALl

IF FORMAL (IF INFORMAL, GO TO E5)

[CARD] Did such links invnlve:

Academics on the Board

Formal collaborative research projects with Universitydepartments or academics

Formal collaborative research projects with government

research establishments

Part-time secondment by academics working in the company

Research consortia or clubs

University staff acting as consultants

Licensing or patenting of University inventions

Training programmed run by the University


IF NO INFORMAL LINKS, GO TO E6

E5 Could you please specify the form that these infnrmal links took

INFLIN1INFLIN2

E6. What, specifically, were tbe benefits you derived?

BENEFIT1BENEFIT2


Page I I

LINKS1

UNILINKS

Cam./Ox, other

LINO1 LIN11

LIN02 LIN12

LIN03 LIN 13

LIN04 LIN 14

LIN05 LIN15

LIN06 LIN16

LIN07 LIN17

LIN08 LIN18

OTHLINO: OTHLIN1:

LIN09 LIN19

El. How important were such benefits to the firm’s competitive success?


Es.

E9.

E1O,

eIll utilising these links, have any problems arisen in relation to accessing or using availableinformation?

YesiNO PROBLEM

IF YES (IF NO, GO TO En)

Were problems of Intellectual Property Rights involved?

Yes/No IPR

IF NO (IF YES, GO TO En)

What were the problems involved?

PROB1PROB2

(E9 and E1O, probe toJ7nd OUIhow problems overcome)

E 1I, Have you heard of or had contact with any of the following and, where appropriate, howuseful has this contact been?

institution/ agency

CU. Industrial Liaison andTechnology Transfer Office

Cu. Program meIndustry

C.U. Local Industry(CULIL)

Oxford IndustrialOffice

1S1S Innovation

for

Link

Liaison

Fam

B

r1

d

heard of? (i) had contact? (~) usefulness? ( I-5)

HEARD1 CONTACT1 USE1




I HEARD5 CONTACT5 USE5

E12. lf contact was made, what was the nature of this contact?

CONT1CONT2

OESRCCentre for Business Research, University of Cambridge, 1995

E13

E14

Ei5

Has your firm ever operated on the Cambridge Science Park, St John’s Innovation Park, or

other university or college site?

Yes/No OPSITE

IF YES (IF NO, GO TO F)

Which site? SITE1SITE2

How helpful, ifat all, were the following?

Score from 1-5 with 1 indicating positive disadvantage and 5 indicating very helpful.

E16

E17

E18

[CARD] Flexibility of licensing/leasing of premises I HELP1 I

Premises cost

E

HELP2

Car parking availabilityHELP3

Consultancy adviceHELP4

Image and conferred credibilityHELP5

Availability of shared facilitiesHELP6

Opportunities to talk/network with other firmsHELP7

Base to form (exploit) links with the University.HELP8

Were there any disadvantages to operating on the park or site involved?

YesiNO DISITE

IF YES (IF NO, GO TO E18)

Please specify the nature of these disadvantages?

DISADV3DISADV4

If the firm is no longer on a park or site, why did you move?

WHYMOV1WHYMOV2

@ESRC Centre for Business Research, University of Cambridge, 1995

Page I3

F INTER-FIRM NETWORKS

Ft. Do you have any close links with other firms within the Cambridge/Oxford region?

YesiNO LINKS2

IF YES (IF NO, GO TO F3)

F2. What is the nattrreof these links?REGLIN1RRGLIN2

F3 How important are local links with the following and how important is close geographical

proximity to the developmentlmaintenance of such links?

Score from 1-5 with 1 indicating completely unimportant and 5 indicating highly important.

[CARD]

Customers?

Suppliers or subcontractors?

Firms providing services?

Research collaborators?

Firms in your line ofbusiness?

Others, please specify

importance of 1inks

I LOCALI I

I LOCAL2 I

LOCALS II OTHLOC: I

importance of

proximity

H

PROX1

PROX2

PROX3

PROX4

PROX5

HLOCAL6

F4. How importantare links with firms outside the Cambridge/Oxford region, would any of these

Iinks be more useful if the firms were inside the Cambridge/Oxfordregion?

Score from 1-5 with 1 indicating completely unimportant and 5 indicating highly important.

[CARD]

Customers?

Suppliers or subcontractors?

Firms providing services?

Research collaborators?

Firms in your line of

business?


importance of links

outside region(1-5)

increasedusefulness if links

inside regiou (i)

3OUTREG1

0UTREG2

0UTREG3

0UTREG4

OUTREG5

===---l4

INREG1

INREG2

INREG3

INREG4

INREG5

==----lOUTREG6

@ESRC Centre for Business Research, University of Cambridge, 1995

Page I4

F5, [n general, for what kinds of links is geographical proximity not important?

GEOLIN1GEOLIN2

(F6. Where links are important, which of the following do you consider to be the main benefits?Score from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant

(ifnorre, go to Fll)

[CARD] Improving the amount of available information about new

i

BEN1products and processes

Improving the quality of information available about new BEN2products and processes

Improving access to research findings BEN3

Assuring a satisfactory quality of supplies BEN4

Assuring the timely delivery of supplies BEN5

Allowing youtobe more responsive to market requirements BEN6

More effective or innovative R&D. BEN7

Other, please specifi OTHBEN:BEN8

F7. Inyourview, which of theabove benefits aremore easilvgainedfro1m Iinkswith tirmswithirr,=the”Cambridge/Oxford region (please tick):

[CARD] Improving the amount of available information about new

products and processes

improving the quality of information available about newproducts and processes

Improving access to research tindings

Assuring a satisfactory quality of supplies

Assuring the timely delivery of supplies

Allowing you to be more responsive to market requirements

More effective or innovative R&D.

Other, please specify 4EAS1

EAS2

EAS3

EAS4

EAS5

EAS6

EAS7

EAS8I I

F8. Where close relations have been established, what doyousee asthemain risks of such links?Score from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant

Loss of property rights in new products and processes

Loss of control of confidential business information

Over-reliance/dependence on specific firms



RISK3 I

F9. Are any of these risks reduced where the links are with local firms? (please tick)

Loss of property rights in new products and processes

E

REDUC1

Loss of control of confidential business information REDUC2

Over-reliance/dependence on specific finms REDUC3

Other, please specify REDUC4

FIO. How (else) do you think these risks maybe reducedScore from 1-5 with 1 indicating completely insignificant and 5 indicating highly significant

F1l.

F12.

F13,

F14.

F15.

F16.

Carefully drawn legally binding contracts

E

HOWRED1

Strictobservance of the termsand conditions of contract HOWRED2

Personal relationships HOWRED3

Experience of fair trading HOWRED4

Long term business relationships HOWRED5

Other, please specify OTHRED:HOWRED6

Have any people who left this company formed their own businesses?

Yes/No OWN


Are they in the Cambridge/Oxford region?

Yes/No COXREG


What is the business? FIRM1

FIRM2

Do you have any continuing links, formal or informal, with the people involved?

Formal: YesiNo Informal: YesiNO FORMAL2

[f yes, what is the nature of these links? EMPLIN1EMPLIN2

Do you actively recruit technical and scientific staff from within the Cambridge/Oxford

region?

YesiNO RECRUIT


What are the advantages of recruiting tecbnica[/scientific staff from the Cambridge/Oxfordregion? ADVANT3

ADVANT4


F17. Do any links exist between your firm and any other firms because of people who have movedbetween these firms?

Yes/No PEOPLE


F18. How valuable have such links been to the firm:

Score from 1-5 with 1 indicating not valuable at all and 5 indicating very valuable

m

F19. How often do you have an opportunity to mix informally with managers or professionalsfrom:

(Please tick) Never Occasionally Frequently

Other local companies?

Cambridge/Oxford university departments?

Government funded local researchlaboratories?

=~~

F20. Have you received help/advice from any local agencies (government sponsored or otherwise)

over the last five years? ~lease tick][CARD]Cambridge:

CamsTECH

Cambridgeshire UN1’f

District or City Councils

Cambridge Chamber oi

Commerce

Cambridge Enterprise Agency

Fen BET

DT1 (Enterprise Initiative)


Oxford:

:

CAMO1 The Oxford Trust

CAM02 District or City Councils

CAM03 Heartof England Training andEnterpriseCouncil

CAM04 Oxford and District Chamber of

Commerce

CAM05 Research and Science Based Industry

Group

CAM06 Oxford College-Small Business Centre

CAM07 North Oxford Business Venture Ltd

(NORBIS)

OTHCAM: Thames Business advice CentreCAM08 (TBAC)

dEnterprise agencies

Others, pIease specify

F21. How useful was this help/advice?

-10X02

0X03

a0X04

0X05

0X06

0X07

0X08

0X09

OTHOX:oxlo

Score from 1-5 with 1 indicating not valuable at all and 5 indicating very valuablem J


Page I7

G SCALE AND NETWORKING

G]. Ideally, would you prefer your firm to grow larger, smaller or remain the same size?GROWTH3

Larger msma”er msamesize

IF LARGER (IF SMALLER, GO TO G6 - IF SAME SIZE, GO TO G1O)

G2, What, ill your view, would be the main advantages of being larger?


Access to resources to develop products/processes

Achievement of economies of scale

Improved bargaining/contracting position with respect to other firms

Ability to diversify

Become less reliant upon outside tirms/institutions (e.g. suppliers)

Bigger capitalisation from ‘selling on’ the firm

Increase market presence


G3. What, in your view, would be the main disadvantages of being larger?


Increased inflexibi Iity

Loss ofgoodwill/morale within the firm

Reduction in director’s independence or control

Increased risk arising from need to obtain extra capital

Other, please specifi

G4. [To be filled in by [he interviewer] For thetwo highest scores given (in either G2 or G3),

Do these advantages or disadvantages stemcosts

primarily from (a reduction or increase in):

uncertainty

power

ILARGO1

LARG02

LARG03

LARG04

LARG05

LARG06

LARG07

OTHLG1:LARG08

H=

LARG11

LARG12

LARG13

LARG 14

0THLAG2:LARG 15

2nd


G5. Would it be possible, in your opinion, to either gain these advantages (G2) or avoid thedisadvantages (G3) by securing linkages or special relationships with other Incal

tirms/institutions?

Yes/No GAIN1

If No - why not?GNO1GN02

If Yes - how?

GN03GN04

(END)

G6, What, in your view, would be the main advantages of being smal Ier?


Increasedflexibility

Increasedgoodwill/morale within the firm (staff commitment)

Increased director’s independence and control

Reduced dependence on outside funds/capital


G7 What are the main disadvantages of being smaller’?


Reduced access to resources to develop products/processes

Inability to secure economies of scale

Subordinate bargaining/contracting positioo with respect to other firms

Inability to diversify

Increased dependence upon other firms/institutions

Reduced capitalisation from ‘selling on’ the firm

Reduced market presence


SMAL1l

SMAL12

SMAL13

SMAL14

0THSM2:SMAL15

SMALO1 1

aSMAL02

SMAL03

SMAL04

SMAL05

SMAL06

SMAL07

OTHSM1 :SMAL08


G8, [to be completed by the interviewer] For the two highest scores given (in either G6 or G7)

1st 2nd

Do these advantages or disadvantages ste]m

primarily from (a reduction or increase in): costs

uncertainty

powerHH

G9. Would it he possible, in your opinion, to either gain these advantages or avoid any of thesedisadvantages by securing special relationships with other local tirms/institutions?

YesiNO GAIN2

[f no, why not?

GN05GN06

GN07

GN08

(END)

GI O. Which of the following do you consider to be the main advantages to remaining the same

size?


[f yes, how?

[CARDj

Maintaining: Flexibility

goodwi [l/morale within the firm (staff com]mitment)

director’s independence and control

Independence from outside funds/capital

access to resources to develop products/processes

economies of scale

bargaining/contracting position with respect to other firms

ability to diversify

Independence from other tirms/institutions


G ESRC Centre for Business Research, University of Cambridge, 1995

SAMEO1

SAME02

SAME03

SAME04

SAME05

SAME06

SAME07

SAME08

SAME09

OTHSA1 :SAME lO

G I I, What in your opinion are the main disadvantages of remaining the same size?


[CARD]

Lack of flexibility

goodwill/morale within the firm (staff commitment)

director’s independence and control

independence from outside funds/capital

access to resources to develop products/processes

economies of scale

bargaining/contracting position with respect to other firms

ability to diversify aSAME11

SAME12

SAME13

SAME14

SAME15

SAME16

SAME17

SAME18

independence from other firms/institutions

m

SAME19

Other,please specify 0THSA2:SAME20

G12. [To be completed by the inter-viewer] For the two highest scores given (in either G 10 orGil)

ISt 2nd

Do these advantages or disadvantages stemcosts

primarily from (a reduction or increase in):

uncertainty

powerHH

G13 Would it be possible, in your opinion, to either gain these advantages or avoid any of thesedisadvantages by securing special relationships with other local firms/institutions?

Yes/No GAIN3

If no, why not?

GN09GN1O

If yes, how?GN11GN12


PRE INTERVIEW FACT SHEET

NOTE: The Cambridge firms answered this questionnaire in relation to Cambridge andthe Oxford firms in relation to Oxford.

DzElP]. 1s your firm:

1-1oo

I Cambridge, 2 Oxford

I INDEP I I an independent company, Oa subsidiary

P2. In what year did your firm begin trading?

m

P3 When did it begin operations in the Cambridge (Oxford) region

~

P4. If subsidiary, is tbe parent firm UK or foreign owned?

I UK ] 1 UK,2 foreig”,3 both

P5, What was the size of your firm in terms of turnover, expofis, employment and

number of sites operated in 1995 and in 1990?

Turnover f(OOOs)=

IExports i(OOOs) EXP95 EXP90

Employment (including part-timers and working directors)

Number of sites (including headquarters or main site)

=

P6, If you have other sites in addition to this one, where are they, and what do they do?


P7. Approximately what proportion of your sales are made to the following areas?

% I995 “/0 I 990

Cambridge (Oxford) region S95PC1 S90PC1

Rest of East Anglia (Oxfordshire) and South East

EnglandS95PC2 S90PC2

Rest of UK S95PC3 S90PC3

Rest of Europe S95PC4 S90PC4

Rest of World S95PC5 S90PC5

P8. Approximately what proportion of your purchases (materials, components, services)come from the following areas?

% I995 “/0 I 990

Cambridge (Oxford) region P95PC1 P90PCI

Rest of East Anglia (Oxfordshire) and South EastEngland

P95PC2 P90PC2

Rest of UK P95PC3 P90PC3

Rest of Europe P95PC4 P90PC4

Rest of World P95PC5 P90PC5

P9. Approximate y what proportion, if an y, of your collaborative research activity withother ftrms is with firms in the following areas?

Cambridge (Oxford) region

Rest of East Anglia (Oxfordshire) and SouthEast England

Rest of UK

Rest of Europe

Rest of World

% ,995 I %,990 I

4R95PC1 R90PC1

R95PC2 R90PC2

R95PC3 R90PC3

=+-==-l


Plo. How many workers do you have in the following categories?

I Number of Employees I Full-Time I Part-Time ]

Semi-skilled and unskilled manual FULL1 PART1

Skilled manual FULL2 PART2

Clerical and administrative FULL3 PART3

Technicians and lower professionals FULL4 PART4

Technologists, scientists and higher professionals FULL5 PARTS

Managerial (including working directors) FULL6 PART6

Total number of employees TOTF TOTP

Ph. Approximately what proportion of your research staff and directors/senio]management have university degrees or their equivalent?

O/. with degrees O/.with Cambridge(Oxford) degrees

:~=’:ff ❑ B

P12. Could you tell us where the last 3 research/management staff you recruited camefrom?

Cambridge (Oxford) university

Other Cambridge (Oxford) region

firms

Other Cambridge (Oxford) regionorganisations

Other UK universities

Elresearch

RES1

RES2

RES3

mOther UK firms/organisations

Overseas universities

Overseas firms/Organizations HRES5

RES6

RES7

Hmanagement

MAN1

MAN2

ElMAN3

MAN4

MAN5

MAN6

MAN7


P13, In which of the following areas have you used external firms or services during the[ast tive years? (Please tick where appropriate)

For those ticked, to what extent have you used firms from the Cambridge (Oxford)region as opposed to firms located elsewhere, such as London? How do you rate the

quality of the service or advice provided?

Store ji’om 1-5 with 1 indicating poor quality and 5 irrdicut ing hiRh qua lily

FI

Accountancy AREAO1

Banking AREA02

VentureCapital AREA03

Legal Services AREA04

Management consultants AREA05

Public relations AREA06

Personnel & recruitment AREA07

Advertising AREA08

Marketresearch AREA09

Marketing AREAlO

Computer services AREAl 1

Design/printing services AREA12

Other (please specify) OTHAREAAREA13

0/, to which you usedlocal as opposed to non-

local firms?

LOCO1

LOC02

LOC03

LOC04

LOC05

LOC06

LOC07

LOC08

LOC09

LOC1O

LOC1l

LOC12

LOC13

lfyou used local firms,bow do you rate tbe

quality of service oradvice provided? (Onscale 1-S)

QUALO1

QUAL02

QUAL03

QUAL04

QUAL05

QUAL06

QUAL07

QUAL08

QUAL09

QUAL1O

QUAL1l

QUAL12

QUAL13

Cl ESRC Centre for Business Research, University of Cambridge, 1995

Question~umber VariableName Value VafiableLabel Remarks

ID

WHERE 12

CambridgeOxford

1980SICcodes (4-digit)A! ACTIVITY -1 missing

AZ SPECIAL 1

0-1

-9

Yes

NomissingDIK

A3 EXPANDOPJERS

1-5

-1-99

scoredmissingnla

if flcked, put flck .>5

blank ->1

iftickec, put tick ->5blank ->1

1-5.1

A4 COMPADO1-f O scoredmissing

A5 OXBRIDGE Yes

Nomlssmg

DIK

1

0-1-9

A6 FROM missingnla

Open Code

Open Codes

-1

-99

A7 WHYTOIWHYT02

A8 ESTABI

-1

-99

missingnla

12

FirmSpin-offIndep

missingD/K

3

-1-9

missingnla

Open Code

Open Codes

A9 BASE -1

-99

AlO WHYHEREIWHYHERE2

Al 1 SPINOFF

-1

-99

mssingnla

12

-1-9

-99

FirmResearch instmissing

D/Knla

missing Open Codesnla

A12 WHYHERE3WHYHERE4

A13 NAME

-1

-99

missing Open Codenla

-1

-99

PIACE -1

-99

missing Open Codenla

SIZE -1

-99

missmg numbers

nla

scored if blank and, founder fived here’ put-99

missing ifticked, put tick ->5

nla blank ->1

.414 RESENV 1-5

-1-99

QuestionNumber Variable Name Value Variable Label Remarks

Al 5 QUALI QUAL2 1 fick if ALL missing put all -1

EXPRI, EXPR2 o blank if scored, put 3,4,5-> tick1,2 -> blank

A16 ESTAB2 1 Yes

o No

-1 missing

-9 DIK

1 Univ2 Founder

3 Firm

4-20 Open Codes

Al 7 SOURCE

-1

-9-99

missing

DIKnla

A18 MOTIVE IMOTIVE2

MOTI -6

-1 missing Open Codesif MOTIVEI =0 then MOTIVE2 =-1

1-5-1

scoredmissing

missing

if ticked, put tick ->5blank ->1

Open CodeMOT6=-I when OTHMOT=-I

OTHMOT

mmslng Open Codes

if ADVANTI =0 then ADVANT2=-IBI ADVANTI

ADVANT2

B2 DEVELOI-19 1-5-1

if ficked, put tick ->5

blank ->1scoredmissmg

B3 OISADV1DISADV2

B4 CONSTO1-17

-1 m)ssing Open Codesif DISADV1 =0 or +99 then DISADV2=-I

1-5-f

scoredmissing

if ticked, put tick ->5

blank ->1

Open CodeCONSTI 7=-1 when OTHCON=-’

OTHCON missing

B5 TRANS 10

-1

-9

YesNomissing

DIK

B6 FUNCI

FUNC2

missingnla

-1

-99

B7 TRANSITRANS2

missing TRANSI -tO

TRANS2 - from

numbers

-1

-99 nla

B8 JOBS -1

-99

missingnla

ODen CodesB9 TRANS3TRANS4

-1

-99

missingnla

Yes

Nocl MERGEI 1

0-1-9

missinaDIK -


C2

C3

C4

C5

C6

C7

C8

C9

Clo

Cll

C12

REASIREAS2

-1 missing

nia

Open Codes

Open Codes

if ticked, put tick ->5blank.> 1


-99

REAS3

REAS4

-1 missing

nla-99

ACCI

ACC2

1-5

-1

-99

scoredmissing

nla

1-5-4

-99

scoredmissmg

nia

GROWTH1 12

3-1

-9

Faster

SameSlower

missmgDIKnla-99

GROWI

GROW2

-1

-99

mlssmg

nla

Open Codes

10

-1-9

Yes

Nomissing

DIK

Open Codes

Open Codes

if ticked, put tick ->5blank-> 1

REAS5

REAS6

-1

-99

missingnla

REAS7REAS8

-1

-99

missmgnla

1-5-1

ACC3ACC4

scored

missingnla-99

GRowrH2 1

23

FasterSame

Slower

-1-9

-99

D/K -

nla

C13 GROW3GROW4

-1-99

mlssmg

nla

Open Codes

C14 ATTIT 1

23

-1

-9

Open

In favourmissing

O/K

C15 ATTfATT2

-1 missing Open Codes

percentsif SALES=O, all section Dis often

(but not always) blank

if it is Iefl blank, put -99 for section D

DI SALES -1 missimg

QuestionNumber Variable Name Value Variabke Label Remarks

D2 INNOV1INNOV2

INNOV3

D3 ORIG

-1

-99

missingnla

Open CodesiflNNOVl =Oor+99 then INNOV2 ,3=-I

-99 n/a if SALES=O and blank

1-5

-1-99

scoredmissingnla

-99 nla if SALES=O and blank

ifticked, put tick ->5

blank -> !

1-5-1

-99

-99 nla if SALES=O and blankif ticked, put tick ->5

blank -> i

D4 COXI-9 scoredmissing

nia

OTHCOX -1

-99

mmsingnla

Open CodeCOX9=-1 when OTHCOX=-I-99 nla if SALES=O and blank

RESTUK2-9 1-5-1

-99

-99 nla if SALES=O and blankif ticked, put tick .>5

blank ->1

scoredmissingnla

OTHREST -1-99

missing

nla

Open Code

RESTUK9=-I when OTHREST=-I-99 n)a if SALES=O and blank

0UTUK2-9 1-5

-1-99

-99 nla if SALES=O and blankifticked, put tick ->5

blank ->1

scoredmissing

nla

missing Open Code0uTUK9=-I when OTHOUT=-I-99 nla if SALES=O and blank

-1

-99

oTHOUT

D5 BAR1-8

OTHBAR

D6 oVER

nla

scoredi -5-1

-99


if flcked, put tick ->5blank ->1

missingnla

missing Open CodeBAR8=-I when OTHBAR=-1


-1-99 nla

1

0

-T-9

-99

Yes

NomissingD/K

nla

-99 n/a if SALES=O and blank

D7 OVCMI0VCM2

missing

nlaOpen Codes-99 nla if SALES=O and blank

or OVER=•

-1-99

YesNo

missingDIK

El LINKSI 1

0

-1

-9

Yes

NomlssmgDIK

El UNILINKS 1

0

-1-9

E2 RESLINI

RESLIN2

missingnla

Open Codes-1-99

Question~umber Vatiable Name Value Variable Label Remarks

E3 FORMALl 1

23

-i

-9-99

Formal

Informal

BothmissingD/K

nla

E4 LINOI-09 1

0

-99

tickblank

nla

if ALL missing (BOTH COIS)put all.1

if scored, put 3,4,5 .> tick1,2 .> blank

OTHLINO -1-99

missingnla

Open CodeLIN09=0 when OTHLINO=-1

LINII-19 {o

-99

tick

blanknla

if ALL missing (BOTH COIS)put all .1if scored, put 3,4,5 -> tick

1,2 -> blank

OTHLINI -1

-99

missing

nla

Open CodeLINi 9=0 when OTHLINI=-I

E5 INFLINIINFLIN2

E6 BENEFITIBENEFIT2

E7 COMP

-1

-99

missingnla

Open Codes

-1

-99

missingnla

Open Codesif BENEFITl=O then BENEFIT2..I

1-6-1

-99

scored

missingnta

ifticked, put tick ->5blank -71

E8 PROBLEM 1 YesNo

missingD/K

nla

o

-1

-9-99

E9 !PR 1

0

YesNomissingD/K

nla

-1-9

-99

E1O PROB1PROB2

-f-99

Open Codesif PROBl=O then PROB2=-Inla

tickblanknia

Eli HEARDI-5 1

0

-99

if ALL missing put all.1if scored, put 3,4,5 -> tick

1,2 -> blankHEARD I ,2,3 answered only by CAMBRIDGE

therefore HEARDI .2.3 eo .99 when WHERE.2HEARD4,5 answered only by OXFOROtherefore HEAR04,5 eq .99 when WHERE. I

CONTACTI-5 10

-1

-99

tick

blankmissingnla

ne -99 if HEARO.I=-99 if HEARD=O=-1 if HEARO=-t

if scored, put 3,4,5 -> tick1,2 -> blank

Question~umber Variable Name Value Variable Label Remarks

USEI-5 1-5-1

-99

scoredmwsmgnla

ne -99 if CONTACT= I=-99 if CONTACT= .99 or O=-1 if CONTACT=-f

if ticked, put tick ->5blank -> f

E12 CONTICONT2

-1-99

missingnla

Open Codesif blank & all CONTACT= -99 or O Dut -99

if blank &all CONTACT=-f put-fif blank &any CONTACT=l put-1

E13 OPSITE 1

0

-1

-9

Yes

No

DIK

Ef4 SITE ISITE2

E15 HELP1-8

-1 missingnla

Open Codes-99

1-5

-1

-99

scored

mwsingnla

ifticked, puttick ->5

blank ->1

E16 DISITE Yes

No

1

0

-1

-9-99

D/K “n!a

E17 DISADV3

DISADV4

-1

-99

missingnla

Open Codesif DlSADV3=0 then DISAOV4 =-I

E18 WHYMOV!WHYMOV2

Open Codesif blank put -99

F1 LINKS2 Yes

Nom(sslngD/K

1

0

-1

-9

F2 REGLINIREGLIN2

Open Codesif REGLINl=O then REGLIN2=-I

-1

-99 nla

F3 LOCAL I -6 1-5.1

if NONE written put all 1

if ticked, put tick ->5blank ->1

missing

OTHLOC

PROXI-6

Open Code

LOCAL6=-I when OTHLOC=-I

1-5

-1

PROXn=-1 when LOCALn=-f

PRoX6=.I when OTHLOC=-Iif NONE written put all 1

if ticked, put tick ->5blank-> f

missing


F4 0UTREG7-6 1-5 scored

-1 missing

OTHREG -1 missing

INREGI-6 1 ticko blank

F5 GEOLINIGEOLIN2

F6 BENI-8

OTHBEN

F7 EASI-8

F8 RISKI-4

OTHRISK

F9 REDUCI-4

FIO HOWREDI-6

OTHRED

F11 OWN

F12 COXREG

-1 mwstng

1-5 scored-1 missing

-1 missing

1 tick

o blank

-1 missing-99 nla

1-5 scored-1 missing

-1 missing

1 tick

o blank-99 nla

1-5

-1-99

-1-99

1

0

-1

-9

10

-1

-9-99

scoredmissing

nla

missing

nla

YesNo

missingDIK

Yes

NomissingD/Knla

if NONE written put all 1if ticked, put tick ->5

blank ->1Open Code

0UTREG6=.I when OTHREG=-I

lNREGn..l when OUTREGn=-1

INREG6=0 when OTHREG=.Iif ALL missing put all -1

if NONE written put all Oif scored, put 3,4,5-> tick

1,2 -> blank

ODen Codes


blank -> f

Open CodeBEN8z-I when OTHBEN=-1

EASn=-1 when BENn..lEAS8=0 when OTHBEN=-I

if ALL missing put all -1if NONE written put all Oif scored, put 3,4,5-> tick

1,2 -> blank


blank ->1

Open CodeRlSK4=-f when OTHRISK=.I

REOUCn=.1 when RISKn=-f

REDUC4=0 when OTHRISK=-Iif ALL missing put all -1

if NONE written put all Oif scored, put 3,4,5-> tick

f,2 .> blank

if NONE wfltten put all 1if ticked, put tick ->5

blank ->1

Open CodeHOWRED6=-I when OTHREO.-I


F13 FIRMI -1

FIRM2 -99

missingnla

Open Codesif FIRMf=O then FIRM2=-I

F14 FORMAL2 o

12

3-1

-99

NeitherFormal

InformalBothmissing

nla

missmgnla

EMPLINIEMPLIN2

-1

-99

Open Codes

F15 RECRUIT 1

0

-1

-9

Yes

Nomissing

DIK

missing

nlaFt6 ADVANT3

ADVANT4

F17 PEOPLE

-1

-99

Open Codesif ADVANT3=0 then ADVANT4=-I

1

0

-1-9

YesNomissing

D/K

F18 VALUE1 1-5-1

-99

scoredmissing

nla


FI 9 OFTI0FT2

OFT3

NeverOccasionFreq

mlssmgD/K

2

3-1

-9

answered only by CAMBRIDGEtherefore all eq -99 when WHERE=2

if ALL missing put all -1if NONE wtitten put all Oif scored, put 3,4,5-> tick

1,2 -> blankOpen CodeCAM08=0 when OTHCAM=-1

answered only by OXFORD

therefore all eq -99 when WHERE=fif ALL missing put all -1if NONE written put all Oif scored, put 3,4,5 -> tick

Open CodeOXIO=O when OTHOX=-I

if ALL CAMor ALL OX=-l put-1

if ALL CAM or ALL OX=O (for NONE) put -99ifticked, put tick ->5

blank.> 1

F20 CAM OI-08 1

0

-99

tickblank

nla

OTHCAM

Oxol-lo

-1

-99

mlssmgnla

tick

blankmissingn)a

T

o

-1

-99

-1-99

missing

nlaOTHOX

F2 i VALUE2 1-5-1

-99

scoredmtssmgnla

GI GROWTH3 12

3-f-9

LargerSmallerSame

mw.mgD/K


G2 LARGOI-08 1-5

-1-99

scored if NONE written put all 1iflicked, put tick ->5

blank-> f

missing

nla

oTHLG1 -1

-99

missing Open CodeLARG08=-I when OTHLGI =-1nla

G3 LARGI1-15 1-5-1

-99

$cored if NONE written put all 1

ifticked, put tick ->5blank ->1

missingnla

mlsslng

nla

Open CodeLARGI 5=-T when 0TH LG2=-I

-1-99

0THLG2

G4 Not coded

G5 GAIN I Yes

No

missingOIKnla

10

-1-9

-99

GNOI

GN02

GN03

GN04

G6 SMALII-15

mlsww Open Codes (if NO)if GNO1 =0 then GN02=-I

-1-99

-1-99

1-5-1

-99

nla

mwstng

nla

Open Codes (if YES)

scored if NONE written put all iifticked, put tick ->5

blank ->1mlssin~nla -

0THSM2 missing“la

Open CodeSMALI 5=-1 when 0TH SM2=-I

-1-99

1-5-1

-99

-1

-99

G7 SMALO1-08 scored if NONE written put all 1if ticked, put tick ->5

blank ->1missingnla

missingrlla

Open CodeSMAL08=.I when OTHSMI =-1

OTHSMI

G8 Not coded

G9 GAIN2 1 YesNo

missingD/K

nla

o

-1

-9

-99

GN05GN06

GN07GN08

GtO SAMEOI-10

-1-99

mssing

nla

Open Codes (if NO)if GN05=0 then GN06=-f

Open Codes (if YES)-1

-99

missing

nla

1-5-1

-99

if NONE written putd 1ifticked, puttick ->5

blank ->1

scored

missingnla

OTHSAI -1

-99

missingnla

Open CodeSAM EfO=-1 when OTHSAI =-1


GI 1 SAMEI 1-20 1-5-1

-99

0THSA2 -1

-99

scoredmissingnla

if NONE written put all 1

if ticked, put tick .> 5blank ->1

missingnla

Open Code

SAME20=-I when 0THSA2=-I

G12 Not coded

G13 GAIN3 1

0-1-9

-99

Yes

No

missingOIKnia

GN09GNIO

Open Codes (if NO)if GN09=0 then GNIO=-1

-1-99

missing

nla

missing Open Codes (if YES)GNI 1GN12

-1-99

01

2-1

-9

-1

n[a

PI INDEP SubsidIndep

.ASsocmissingOIK

P2 YEAR

P3 OPREG

P4 UK

mlssmg year -4 digits

year. 4 digits-1 mwsing

UKForeignBoth

f23

-1

-99

missingnla

P5 TURN95, 90 thth

if NONE written, or dash, put O

if blank put -1if n,000 written, enter as isifnM written, enter n,000

ifnK writlen, enternif EXP given as% (of TURN), convert tonosVAR90 = -99 nla if firm estab after 1990

EXP95, 90EMPL95. 90 missing-1

-99SITES95,90 nia

missingnla

P6 wHERE1

WHATIWHERE2WHAT2

Open Codesif blank, or NONE written, PLI-99

-1

-99

missing odds =0can be all O

if NONE wtitten, or dash, PU1Oif ALL missing (per separate COI)put all -1if NONE written put all O

if N/A written Put all -99VAR90 = -99 nla If firm estab afler 1990if SUM ne 100 enter as is with blanks=O

P7 S95PC1-5S90PCI-5

%%

%%

P8 P95PC1-5

P90PCI-5

P9 R95PCI-5

R90PCI-5

%%-1 m(ssmg

nla-99


Plo FULL1-6, TOTF -1PARTI -6, TOTP

PI 1 STAFFI.6 %-1

-9-99

P12 RESI-7MAN I-7

P13 AREAol -13

OTHAREA

LOCOI-13

QUALOI-13

10

-1-99

10

-1

-i

%-f

-99

1-5.1

missing

missing

D/Knla

tickblankmissing

nla

tickblankmissing

missing

missing

nla

scoredmlssmgnla

put as given even if wrong -if ALL missing (both COIS)put all -1

all PART blank but FULL entered, put PART=OTOT ody given, enter TOT& put rest =-<

missing odds =0if NONE written, or dash, put O

if ALL missing (both COIS)put all -1if no such employees, or NIA given, put -99

if DIK given, put -9if n persons given, convert to 0/0if poss,

otherwise put -1

if ALL missing (per separate COI)put all -1if no such employees, or NIA given, put .99

if ALL missing put all -1

Open Code

AREA? 3=0 when OTHAREA=-IAREA13=-I when OTHAREA=-f 8ALLAREAOI-12=.I

ne -99 if AREA=l=-99 if AREA=O

(also usually =-t if AREA=-I )

ne -99 if LOC ne -99

=-99 if LOC=-99 or O

(also usually =-1 if LOC=-I )

Question

NumberVariable Name and Label

Eligible toCases included

answerMissing cases Minimum Maximum

F“A5

A6

A?

Total samplw,lOC N N % N ‘/.WHERE Is your firm in Cambridge or Oxford? 100 100 100.0 0 0.0 1

Al2

ACTIVIN SIC codes of firm’s business activity 100 98 98.0” 2AZ

2.0 2570 9400SPECIAL Firm set up to provide a specialised product or sewice? 100 100 100.0 0

A30.0 0“”1

EXPANO How impo!tant have expanding sales been? 79 ““77 97.5 2 2.5 “1DIVERS How important has diversifying been?

5

79 __79A4

100,0 0 0.0 1 5COMPADO1 Your competitive advantages: price 100 100 100.0 0 0.0 1 5-”COMPAD02 Your competitive advantages: marketing & promotion 100 100 100.0 0COMPAO03 Your competitive advantages established reputation

0.0 1 5“100 ‘- Inn 1000 n nil ““” 1

COMPAD04 Your competitive advantages: productlservice design

K

100COMPAO05 Your competitive advantages: productlsewice quality 100COMPAD06 Your competitive advantages: technological innovation 100COMPAD07 Your competitive advantages: special expertise or product 100COMPAO08 Your competitive advantages: R & D 100

~OMPAD09 Your competitive advantages flair& creativity 100COMPAD1 O Your competitive advantage; attention & responsiveness.— 100

FAsA9

AlO

Al 1

A12

Al 3

A14

A15

A16

OXBRIOGE Firm setup in the Cambridge/Oxford region?

FROM Where did your firm move from?

WHYTOl Why did your firm move to Cambridge/Oxford?

WHYT02 Why did your firm move to Cambridge/Oxford?

ESTAB1 Firm setup by another fmn/as spin-o ffhndep stati-up?

BASE Where is that firm based?

WHYHERE1 Why did it decide to set up here?

WHYHERE2 Why did it decide to set up here?

SPINOFF Was this a spin-off from a firm or a research institution?

WHYHERE3 Why did the founder locate in Cambridge/Oxford?

WHYHERE4 Why did the founder locate in Cambridge/Oxford?

NAME Name of foundets previous firm

PLACE Location of foundefs previous firm

SIZE Size of foundets previous firm (employment)

RESENV Is residential environfient important?

QUALI Does the founder possess managerial qualifications?

QUAL2 Does the founder possess research qualifications?

EXPR1 Ooes the founder possess managerial experience?

EXPR2 Does the founder possess research exparien~”?

ESTAB2 Firm founded to develop technical innovation?

..-100

100

100

100-

100

100

98

._ . ..- -..100.0 0 0.0

:-::1’5”

100.0 0 0.0 15”100.0 ‘“ o 0.0 1 5100.0 0 0.0..—. 1 5100.0 0 o.o–l’5-

100.0 0 0,0 1 5

98.0 2 2.0 1 5“

0 0.0 0 1

1 9.1 1 6

100 100 100.011 10 90.911 10 90.911 4 36 ‘

1 !w ~ 17 I-.. ,,4 7 63.6 6 22

100 ‘-”100..—

100.0 0 0.0 1 316 16 100.0 0 0.0 1 1516 15 ‘“ 93.8 1 6.3 1 2416 4 25,0 “- 12 75.0 12 20

1

=1

;... . ; .;: ._. ~... : ;5 1. ;. .+1

64 ““ 79 94.0 5 6.0 n In84 75 89.3

84 34 40.!

74 59

.-9 107 1“ 12 I.-

5 50 59.5 1 150079.7 15 20.3 1 5

100 83 83.o 17 17.0 0 1100 83 83.o 17 17.0 0 1100 83 83.o 17 17.0 o“”” 1100 83 83.0 ““ 17 17.0 ““ o 1100 100 100.0 0 ““”0.0”” o 1

Question

Number

,17

18

1

Variable Name and LabelEligible to

Cases includedanswer

Missing cases Minimum Maximum

Total sample:100 N N “A N “ASOURCE What was the source of the innovation? 67 67 100.0 0 ““0.0 1“ 11MOTIVE1 What were the founde?s motives for setting up the firm? 100 90 m“.o 10 10.0 1“ 41MOTIVE2 What were the founder’s motives for setting up the firm? 100 28 %.0 72 72.0 2 36MOT1 Motives: desire for indenendencelto be own boss Ion 9!5 Q50 !5 56 1 =,~–MOT2 Motives:to make money

“MOT3 Motives: research possibilities and urge to innovate 100 95 95.0 5““MOT4 Motives: threatened or actual unemployment

5.0 1 5100 95–-–: 9% : 2 5.6 1 5

MOT5 Motives: identified new market opportunity 100 96 4 “4.0 1~OTHMOT Motives: other (please specify)

5“100 13 13.0 87 87.0 7

MOT6 Motives: other32

100 14 14.0 86 86.o 4 52 2.0 o 28-=’”=1ADVANT1 Main advantages of operating in Cambridge/Oxford? 100 98 98.0 2

!ADVANT2 Main advantages of Operating in Cambridge/Oxford? 100 46 46.0 54 540 1 30 1;VELO1 Devekmmentresearch links with Cam/Ox UniveDE :rsity.,.

DEVEL02 Oevelopmentresearch links with Cam/Ox firms

~DEVEL03 Developmentaccess to Innovative people, ideas, technologies

OEVEL04 Development:quality of local research staff

DEVEL05 Developmentavailabifity of local research staff

DEVEL06 Developmentavailability of local managerial staff

“bEVEL07 Developmen!attractive local living environment

DEVEL08 Development reputation & prestige of CamlOx address

100 100 100.0 0 0.0 1100 100 100.0 0 0.0 1100 100 100.0 0 0.0 1100 100 100.0 0 0.0 1“100 100 100.0 0 0.0 1100 100 100.0 0 0.0 1100 100 100.0 o“ 0.0 1100 100 100.0 0 0.0 ‘—” 1

D 0.0 1

!s

.0 0 0.0 1

.0 0 0.0 1100 100 100.0 0 0.0 1100 100 100.0 0 0.0 1

DEVEL09 Developmentproximity to local customers 100 100—.-. ~ oOEVEL1 O Developmenlproximity to local suppliers, subcontractors 100 100DE”VEL11 Developmentaccess to local capital, finance 100 100 1o=DEVEL12 Development availability of appropriate premise>

DEVEL13 Development access ~ international airports

DEVEL14 Oevelopment:access to London 100 100 100.0 o 0.0 1 5DEVEL15 Development advantages of Science Park location 100 100 100.0 0 0.0 1 5DEVEL16 Developmenlaccess to local business services 100 100 100.0 o 0.0 1 5DEVEL17 Development: supportive local government services 100 100 100.0 0 0.0 1 4DEVEL18 Development supportive local training organisations 100 100 100.0 0 0,0” 1””4DEVEL19 Development local shareholders 100 86 86.0 14 14.0 ‘- 1 5DISADV1 Main disadvantages of operating in Cambridge/Oxford? 100 “-” 97 “-”” 97.0 3 3.0DIS”ADV2 Main disadvantages of operating in C>”mbridge/Oxford?”””

o 99100 30 SO:o 70 70.0 1 33

CONSTOI Constraints:lack of appropriate local premises 100 Too 100.0 0 0.0 1 %CONST02 Constraints:cost of local premises 100 100 100.0 0 0.0 1 5

5

5

T

5

5“

“i

5-

5

5

5

5

5

5

5

QuestionNumber

Variable Name and Label

CONST03 Constraints: shortage of Iota skilled”labour


answerMssing cases M!nimum Maximum

Total sam!Ae: 100 N N % N v.

100 100 100.0 0 00CONST04 Constraints: shortage of local semi-sklled Iabour 100 100 100.0 0 0.0CONST05 Constraintsshortage of local secretarial Iabour 100 100 100.0 0 0.0CONST06 Constraints: shortage of local managerial skills 100 100 100.0 0 0.0CONST07 Constraintsshortage of local marketing & sales skills 100 100 100.0 0 0.0CONST08 Constraints:local planning controls 100 96 98.0 2 2.0CONST09 Constraintsstaff housing problems 100 100 100.0 0CONST1 O Constraints: staff transport problems 100 100 100.0 0CONST11 Constraintsinadequate business services

..——100 100 100.0 0

CONST12 Constraintslack of local subcontractors 100 100 100.0 0CONST13 Constraints:poor quality of local subcontractors 100 100 , 100.0 0CONST14 Constraints: absence of government grants 100 100 100.0 ‘ oCONST15 Constraints inadeauatelcostlv environment for manufactt,rina 4no 1ml <non n

1

1

1

1

0.0

0.0

0.0

0.0

0.0

0.0

.- ._.. = .<-- –—_.. .. . . . . 0.0CONST16 Constraints: dficult acc-sss to local capital, finance

,. -.. - .100 100 100.0 0 0.0 1

OTHCON Constraintsother (please specify)

=-a

5100 5 5.0 95 95.0 1 3“

CONST17 Constraints other 100 3 3.0 97 97.0 5“TRANS Have you transferred functions to or from outside Cam/Ox?

3100 99 99.0 1 1.0 0

FUNC1 What were these fundlons?1

29 28 .-Y6 I___ 3.4 “oFUNC2 Wmat were these functions?

729 2 6.9 27 93.1 2

TRANS1 Where were these functions transferred to?4

29 28 96.6 1 3.4 1 2056.2 4 13.8 1 11

126

TRANS2 Where were these functions transferred from?

JOBS How many jobs were involved?

TRANS3 Why were they~ransferred?

TRANS4 Why were they transferred?

MERGE1 Have you acquiredlmerged with other firms in the last 5 yrs

REAS1 .YOur reasons for acquiringlmerging

REAS2 Your reasons for acquiringlmerging

REAS3 Their reasons for acqu[ringlmerging

REAS4 Their reasons for acquiringlmerging

ACCI Importance of their research capability in merger

ACC2 Importan= of their innovation in merger

SUBSID1 Importance of your desire for subsidiaV in merger

GROWTH1 How has Cam/Ox subsidiary grown sines takeover?

GROWI Why has it grown at a different rate?

GROW2 why has it grown at a different rate?

29 25

29

29 —.. :__“29

100 100

25 -24

25”6

25 23

25 3

25 “25

25 25

25 16

25 15

21 9

21 2

.

1

11“

1

1

1

111

a88.2 4 13.8 093.1 2 6.9 13.4 26 96.6 5“

100.0 0 0.0 096.0 1 4,0 224.0 19 76.0 292.0 2 6.0 1

22 88.0

o“ 0.0

0 0.0

9 36.0

10 40.0

12 57.1

19 90.5

12.0

100.0

100.0

64.0

60.0

42.9

$5

21“”

1“

1

11

2

5

5

5

5

-1

5

5

5

5

5

5

4

5K

19

5

1-

21

20

20

16

5

5

3

3

11

9


Eligible 10Cases included


Total sample: 100 N N % N %MERGE2 Have you been acquired by another firm in the last 5 yrs? 100 “loo 100.0 0 0.0 0 1REA.35 Their reasons for acquiring/mergin9 9 8 88.9 1 11.1 6REAS6 Their reasons for acquiringlmerging

17

9 4 44.4 5“ 556 3REAS7 Your reasons for acquiringlmerging

18

9“9 100.0 o“ 0.0 1REAS8 Your reasons for acquiringlmerging

19

9 “1””” 11.1 8 88.9 17ACC3 Importance of your research capability in merger

17

9 8 88.9 1 11.1 1ACC4 Importance of your innovation in merger

5

9 8 88.9GROWTH2 How has Cam/Ox subsidia~ grown since takeover?

1 11.1 159 7 77.8

(2 22.2 -1’2

7 5 71.4 2’GROW4 Why has it grown at a different rate?

28.6 1 107 2 28.6 5 71.4 2

ATTIT Your attitude to possibility of being taken over5

100 98 _ 98.0 2 2.0 1ATT1 Reasons for your attitude to takeover

3100 94 94.0 6 6.0 0 46

5.0 85 85.0 3 421 98.0 2 2.0 0 100:iii

GROW3 Why has it grown at a different rate?

ATT2 Reasons for your attitude to takeover 100 15 15TALES Sales resulting from innovations (%) 100 98INNOV1 What are these innovations? 94 90 95.7 4 4.3 1INNOV2 What are these innovations?

.— —.94 33 35.1 ._ 61 64.9 ‘- 1

INNOV3 What are these innovations? W Q“Q6 “=1.— ;;

RK cm d 2

ORIG Rate the originality of these innovations ;6 ‘“” ;0 ;3;8 ;- ;-; ; ;COXI Cam/Ox sources: within firm 96 95 99.0 1COX2 Cam/Ox sourcas:within organisation

596 40

COX3 Cam/Ox sources: suppliers of stand. materials & components------ ;% ‘-”;”. .~6 .. . ~;... ; 5

96 90_COX~~imlOx sourcessuppliers~ stem. materials & components

496 90 93.8 6 6.3

=:1

1 “4”COX5 Cam/Ox sources: clients or customers 96 92 95.8 4 4.2 1 5SOX6 Cam/Ox sources:competitors 96 90 93.8 6 6.3COX7 CamfOx sources: consultancy firms 96 91 9..6 5 5.2COX8 Cam/Ox sourcas:Universityihigher education institutes 96 93 ..-..= ?.- 3 3.1OTHCOX Cam/Ox sourcss:other (piease specify) 96 6 6.3 90 93.8COX9 Cam/Ox sources: other 96 6 6.3 90 93.8RESTUK2 Rest UK sources: within organisation 96 45 46.9 51 53.1RESTUK3 Rest UK sources: suppliers of stand. materials & components 96 86 91.7 8 8.3RESTUK4 Rest UK sources: suppliers of custom. materials & components 96 89 92.7 7 7.3RESTUK5 Rest UK sources: clients or customers 96 94 97.9 2 2.1RESTUK6 Rest UK sources: competitors

—.96 69 “92.7 7 7.3

RESTUK7 Rest UK sources: consultancy firms 96 90 938- 6 6.3RESTUK8 Rest UK sources: University/higher education institutes 96 91 94.8 5 5.2

QuestionVariable Name and Label


answerMissing cases Minimum MaximumNumber

Total sample: 100 N

OTHREST Rest UK sources: other fcdease soecifv) W3N %

5 5.2

5 5,2

47 49.0

“/0

94.8

94.8

51.0

9.4

8.3

3.1

4.2

7.3

5.2

94.8

94.8

2.1

1.0

1.0

2.1

2.1

2.1

3.1

71,9

1

1

48

5

5

5

5

5

5

4

5

8

5

5

5

5

5

5

5

5

13

~, ,. -.--,. . .RESTUK9 Rest UK sources: other 960UTUK2 Non UK sources: within organisatio 960UTUK3 Non UK sources: suppliers of stand, materials & components 96 87 90.60UTUK4 Non UK sources: suppliers of custom. materials & components 96 88 91.7

“OUTUK5 Non UK sources: clients or customers 96 93 96.90UTUK6 Non UK sources: competitora 96 92 ~ 95.8

“OUTUK7 Non UK sourcea:consultancy firms 96” 89’ 92.70UTUK6 Non UK sources: Universityihigher education institutes 96 91 94.8OTHOUT Non UK sourcesother (please specify) 98 5 5.20UTUK9 Non UK sources: other 96 5 5.2BAR1 Barriers to innovafion:lack of finance 96

.—.94 97.9

:BAR2 Barriers to innovafion:prohibtive costs 96 95 ! 99.0BAR3 Barriers to innovation: uncerfaintyllong pay-off period 96 95 ~ 99.0BAR4 Barriers to innovation:lack of skilled personnel 96 94 97.9BAR5 Barriers to innovation: resistance to change within firm_... 96 94 97.9BAR6 Barriers to innovation: innovation too easy to copy 96 94 97.9BAR7 Barriers to innovation:lack of customer responsiveness 96 93 96.9OTHBAR Barriers to innovation: other (please specify) 96 27 28.7BAR8 Barriers to innovation: other 96 14 14.6OVER Has being in CamJOx helped you to overcome barriers? 96 96OVCMI How has it helped you? 17 77

“OVCM2 How has it helped you? 17 6LINKS1 Research hnks with Univ dept or Govi-funded research estab? 100 100UNILINKS Local links with I Universities 7 Inn ~n”

RESLINI Which Univ

85.4 4

0 0.0 0

0 0.0 1

11 64.7”2”

0 0.0 0 I100.0

100.0

“35.3

100.0,“q,o o 0.0 o–

8 10.0 1

30 37.5 0

dept or Govt-funded research eatab?

RESLIN2 Which Univ dept or Govt-funded research estab

FORMALl Are these links formal Or informal?

LINOI Cam/Ox links involve: academics on the Board

LIN02 Cam/Ox links involve: collab with Univ depts or academics

LIN03 Cam/Ox inks involve: collab with Govl research estab

LIN04 Cam/Ox links involve: part-time academics in company

LIN05 Cam/Ox links involve: research consortia or clubs

LIN06 Cam/Ox links involve: university staff as consultants

LIN07 Cam/Ox links involve: patenting of University inventions

-v

“80,“” ,“.

72 90..0

62.5

10

12b7 80 50

80

65

65

65

65

65

65

60

65

65

65

65

65

65

65

100.0 0

100.0 0

100:0 0

100.0 0

100.0 0

100.0 0

0.0 1

0.0 0

0.0 0

0.0 o“

0,0 o

3

1

1

1

1

T11

0.0 0

0.0 0

0.0 o

100.0”” 0

100.0 065

Question

Number

E5

E6

E7

E8

E9

Elo

El 1

Variable Name and Label Eligible toCases included


Total sample: 100 N N -... “~ ; %LIN08 CamlOx links involve: university training programmed 65 65 100.0 0.0 0 1OTHLINO Cam/_Ox hnks involye:other (pl~aSe SPeCify) 65 10 15.4 55 84.6 1 10

LIN09 Cam/Ox links involvwother 65 65 100.0 o“ 0.0 0 1LIN11 Other links involve: academics on the Board 65 65 100.0 0 0.0 0 1LIN12 Other links involve: collab with Univ depts or academics 65 65 100.0 o“ 0.0 o iLIN13 Other links involve: collab with Govl research estab 65 65 100.0 0 “0.0 “ o 1LIN 14 Other links invoive:pati-time academics in company 65 65 100.0 0 0.0 0 1“”

,LIN15 Other hnks involve: research consortia or clubs 65 65 100.0 0 0.0 o““LIN16 Other links involve: university staff as consultants

165 65 100.0 0 “0.0 ““”—- o 1“

LIN17 Other links involve: patenting of University inventions 65 65 100.0 0 0.0 0 1LIN18 Other hnks involve: university training programmed 65 65 100.0 0 0.0 0 i

~OTHLIN1 Other links~nvolve:other (please specify) 65 8 12.3 57 87.7 2 9LINI 9 Other links involve: other

—. ——. ..—.65 65 100.0 0 0.0 0 1-

INFLIN1 What are these informal links? 62 _62 100.0 o—.—.—. .—. —. 0.0 1 22INFLIN2 What are these informal links? 62 25 40.3 37 59.7

‘BENEFIT”l Mat are the benefits for you?2 21

80 75 93.8 5 6.3%ENEFIT2 What are the benefits for YOU?

o 31

80 37 46.3 ~ 43 53.6 1 33COMP How important are benefita to firm’s competitive success? 80 77 96.3 3 3.6 1 5“-PROBLEM Any problems using these links? 60 76 95.0 4 5.0 0 1IPR Were there problems of Intellectual Property Rights? 27 22 81.5 ““5 18.5 OPROB1 If NO, whatwere the problems?

117 8 47.1 9 52.9 1 6

PROB2 If NO, what were the problems? 17 0 0.0 17 100.0HEARDI Heard of CU Ind Liason & Tech Trans Ofice 42 42 100.0 0 0.0 0“”1HEARD2 Heard of CU Programme for Industry 42 42 100.0 0 0.0HEARD3 Heard of CU Local lndust~ Link

o 142 42 - ““”100.0 0 0.0 0 1

HEARD4 Heard otOxford Industrial Liason Ofice 38 : 33 86.8 5 13.2 0 1HEARD5 Heard oflSIS Innovation 38 33 86.8 5 13.2 0 1CONTACT1 Had contactCU Ind Liaaon & Tech Trans Office 22 18 81.8 4 18.2

“CONTACT2 Had contacCCU Programme for Industryo 1

13 18 94.7 1 5.3 0 1CONTACT3 Had contact:CU Local Industry tink 20 19 95.0 1 5.0 0 iCONTACT4 Had contact: Oxford Industrial Liason Office 25 18 72.o 7 28.0 0 1CONTACT5 Had contactlSIS Innovation 32 19 59.4 13 40.6 0 1USE1 Usefulness:CU Ind Liason & Tech Trans Office 12 7 58.3 5 41.7 1 4USE2 Usefulness:CU Programme for Industry 6 6 ““” 75.0 2 25.0 1 2USE3 Usefulness:CU Local Industry Link 13 11 84.6 2 15,4 1 3

QuestionNumber Variable Name and Label



:12

:13

:14

[15

:16

:17

18

1

2

3

20

20

20

20

20

20

20

20

Total sample:l 00 N N % N “/0USE4 Usefulness: Oxford Industrial Liason Off!ce 21 12 57.1 9 42.9

::::4

5USE5 Usefulness:lSIS innovation

127 10 37.0 17 63.0

CONT1 If contact was made, what was it?1“5

47 29 61.7 38.3 OCONT2 If contact was made, what was ~?

18 1347-”4” 8.5 43 91.5 2

OPSITE Have you operated on any University or College site?11

100 99 99.0 1 1.0SITE1 Which site?

0“1

1 5.0 : 1 6“SITE2 Which site? 17 85.0 “;– 2HELP1 How helpful: flexibility of leasing premises

2

2 10.0 : 1HELP2 How helpful:cost of premises

5

HELP3 How helpful: car parking availability2 10.0 1 5

2 10.0HELP4 How helpful: consultancy advice

1 5

2 10.0 1“5HELP5 How helpful: image and conferred credibility 2’ 10.0 “’ 1 5“HELP6 How helpful: availability of shared facilities 2 !“ 10.0 1 “-5

2’ 10.0 1 4

-3 15.0 1“520

19

3

18

18

18—.18

18 ‘“

18

17

95.0

15.0

90.0

90.0

90.0

90.0

90.0

90.0

90.0

85.0

HELP7 How help ful:opportunities to network with other firms 20 18“‘ HELP8 How helpful:base to formhjiploit links with the University

DISITE Any disadvantages to operating on that site? 20 ““18DISADV3 What were these disadvantages?

90.0 2 10.0 o 114 12 85.7 2“

DISADV4 What were these disadvantages?14.3 1 10

1A c. ‘4.7 0 c“, . ~~~~ 3 . .—=---WHYMOVI If your firm is no longer on the site, why did it move?

.- . .,.,. , . -.. IL7 5 71.4 2 28.6 1 5

WHYMOV2 If your firm is no longer on the site, why did it move? 7 1“LINKS2 Close links within the Cambridge/Oxford region?

14.3 6 85.7 2“ 2100 100 100.0 0 0.0 o 1

REGLIN 1 What are these links? 61 60 98.4 ~ 1 1.6

=A

20REGLIN2 What are these hnks?

o61 :“ 20 32.8 “41 67.2 2“

LOCALl How important are local hnks with customers?19

100 74 74.0 26 26.0 1 5LOCAL2 How important are Iocsl links with supplierslsubcontractors? 100 75 75.0LOCAL3 How important are local links with sewice tirms? 100 76 76.0LOCAL4 How important are local hnks with research collaborators?

.——.100 74 74.0

LOCAL5 How important are local links with similar firms? 100 74 74.0OTHLOC Other Iota links (please specify) 100 ‘“– 1 1.0LOCAL6 How important are other local links? 100 1 1.0PROX1 How important is proximity of Iota customers? 100 68 68.0PROX2 How important is proximity of local supplierslsubcontractors 100 72 72.0PROX3 How important is proximity of local sewice tirms? 100 73 73.0PROX4 How important is proximity of local research collaborators? 100 70 70.0PROX5 How important is proximity of local similar firms? 100 70 70.0

25 25.0 1 5

24 24.0 1“5

26 26.0 1 5

26 26.0 - 1 ““=~-1 5

99 99.0 1 i

99 99.0 5 5

32 32.o 1

==1

5“

26 - 28.0 1 5

27 27.0 1“ 5

30 30.0 1 5

30 30.0 1 5 ,

Question

Number

‘4

5

6

7“



Total sample:100 N N % NPROX6 How important is proximity of other local links?

“/,100 1 1.0 “99 99.0 5

OUTREG1 How important are links with customers outside Cam/Ox?5

100 99 99:0 1 1.00UTREG2 How important are links with suppl/subcont outside Ca”m/Ox?

1 5100 99 99.0 1“ 1.5 1“5

OUTREG3 How important are links with service firms outside Cam/Ox? 100 98 98.0 2 1“5OUTREG4 How important are links with research collab outside Cam/Ox?

2.0100 98

OUTREG5 How important are finks with similar firms outside CamfOx?98.0 2 2.0 1 5

100 99 99.0”” 1 ~OTHREG Otherlinks outside Cam/Ox (please spec[fy)

1.0 1 5-100 2 2.0 98 1:2

0UTREG6 How important are other hnks outside Cam/Ox?98.0

100 2 2.0 98.0 ”3”5INREG1 More useful if links with customers inside Cam/Ox?

98

—. 100 “97 97.0INREG2 More useful ~ links with suppl/subcont inside Cam/Ox?

3 3.0 0 1100 97

INREG3 More useful if links with service firms inside Cam/Ox?97.0 3 3.0 - 0 1

I!L. _____ _97 97.0 3INREG4 More useful if links with research wllab inside CamIOx?

3.0 0 1100 .__97 97.0 ‘“ 3

INREG5 More useful if links with similar firms inside CamfOx~3.0 0 1-

100 97.0 3INREG6 More useful if other links inside Cam/Ox?

3.0 0 1100..-. ----- j ..-: ::+ ;._ 3.0 o

GEOLIN 1 For what links is geographical proximity not important?1

100GEOLIN2 For what links is geographical proximity not important?

8.0 0 17100 9 9.0 91

BEN I Benefits of Iinks:amount of info on prods& procs91.0 3 11

100 87BEN2 Benefits of Iinksquality of info on prods & procs

87.0 13 13.0 1 5100 87 87.0 13 1“

BEN3 Benefits of Iinks:improving accass to research findings13.0 5

100 87 87.0BEN4 Benefits of hnks:assuring quality of supplies

13 13.0 1 5“”100 87 87,0 13 13.0 1

BEN5 Benefits of Iinksassuring delivery of supplies5

100 88 88.0 12 12.0 1 ““ 5BEN6 Benefits of Iinksresponsiveness to market requirements 100 91 91.0

..—

=7 Benefits of Iinks:more effe~vefmnovative R & D9 9.0 1 5

100 89 89.0” ““ 11~OTHBEN Other benefits (please specify)

11.0 1 5100 “ 5 5.0 95

BEN8 Benefits of Iinksother95.0 1 5

100 4 4.0 96EAS1 Benefits easier in Cam/Ox: amount of info on prods& procs

96.0 3 5100 86 86.0 14

EAS2 Benefits easier in CamlOx:quality of info on prods& procs14.0 0 1

100 86 86.0 14 14.0 o 1~S3 Benefits easier in Cam/Oximprov access to research findings 100 66 86.0 14 14.0 oEAS4 Benefits easier in Cam/Ox: assuring quality of supplies

1100 86 660 14 14.0 o

EAS5 Benefits easier in Cam/Ox: assuring delivery of supplies1

100 86 86.0 14EAS6 Benefits easier in Cam/Oxresponsiveness to market reqs

14.0 0 1“loo 86 14

EAS7 Benefits easier in Cam/Ox:more effective fmnovative R & D86.0 14.0 0 1

100 86 86.o 14 ‘“ 14,0EAS8 Benefits easier in Cam/Ox: other

o 1100 86 86.0 14

RISK1 Risk of Iinks:ioss of property rights in prods & procs14.0 0 1

100 87”” 67.0 13 ““””” 13.0RISK2 Risk of Iinks:loss of control of confidential info

1 5“loo 66 880 12 12.0 1“””<

Question

Number

F9

F1o

Fll

F12

F13

F14

F15

F16

Fl~

F 18

F 19 “-

F20

Variable Name and LabelEligible to



Total sample: 100 N N % NRISK3 Risk of Iinks:dependence on specific firms

“/0100 90 90.0 10

OTHRISK Other risks (please specify)10.0 1 5

100 4 4.0 96 1-4RISK4 Risk of Iinks: other

96.0100 3 3.0 97 97.0 2

REDUC1 Loca risk reduced:loss of propetiy tights in prods& pr6ck5

94” 70 24“REDUC2 Local risk reduced:loss of control of confidential info

74.5 25.5 O“i7fi ~ _~4

REDUC3 Local risk reduced: dependence on specific firms1

=DUC4 Local risk reduced: other.._- : _... ;.. ._: ;=_.: ~.. ~ :____;74.5 1

94HOWRED1 How else may risks be reduced:legally binding contracts

198 82 83.7 16

HOWRED2 How else may risks be reduced: stricf observance of contracts16.3 1 5

98 62 83.7 16HOWRED3 How else may risks be reduced: personal relationships

16.3 1 598 83 “64:7 15

HOWRED4 How else may risks be reduced:fair trading15.3 1 5

. 98” ’83 84.7 ‘“” 15HOWRED5 How else may risks be reduced: business relationships

15.3 1 598 ‘— 83 84.7 15

10THRED HOWelse may risks be reduced: other (please specify)15.3 1 5

—. .— 98 7 7.1 .__91 92.9 11HOWRED6 How else may risks be reduced: other

698 6“ 6.1 92 93.9 -“ 4

OW74 Have people who left your firm formed their own company?5

100 100” 100.0 0COXREG Are they in the Cambridge/Oxford region?

0.0 0146 46 100.0 0

FIRMI Whatisthebusineas?0.0 0 1

42 42 100.0 oFIRM2 What isthe business?

0.0 0 1742 5 11.9 37

FORMAL2 Anyccmfinuing links with these people?88.1 3 18

42 42 100.0 0 o“EMPLIN1 Whatarethese links?

0.0 331 26 83.9 5 16.1

EMPLIN2 Whatarethese links?1 13

31 12 38.7 19RECRUIT Doyourecruit tech/scienfific staff from Cation?

61.3 1 12100 100 100.0 o “o

ADVANT3 Advantages ofrecruiting tech/scientific staff from Cam/Ox?0.0 1

60 57 95.0 3ADVANT4 Advantages ofrecruifing tech/scientific staff from Cam/Ox?

5.0 0 1560 25 41.7 35 58.3 1 16

PEOPLE Dolinks exist because ofpeople who have moved? 100 98 98.0 2VALUEI Howvaluable aresuch links?

2.0 0 154 47 “87.0 7 13.0 1

OFT1 Howoften doyoumix with people from:loal companies?5

100 100 100.0 0OFT2 Howoften doyoumix with people from: Cam/Ox Univdepts?

0.0 1 3100 100 100.0 0 0.0 1

OFT3 Howoffen doyoumix with people from: Gotiresearch labs?3

100 ““” 100 100.0 0 0.0CAMO1 Help from: Carobs TECH

1 350 50 100.0 o“ 0“1

CAM02 Help from: Cambridgshire UNIT0.0

50 50 100.0 oCAM03 Help from: Districf or City Councils

0.0 0 150 50 100.0 o“

CAM04 Help from: Cambridge Chamber of Commerce0.0 0 1

50 50 100.0 o“CAM05 Help from:CambridgeE nterpriseAgency

0.0 0 1“50 50 100,0 6

CAM06 Help from: Fen BET0.0 0 1

50 50 100.0 o“ 0.0 o 1

Question

NumberVariable Name and Label Eligible to


Mksing cases M!nimum Maximum

Total sample: 100 N N % N %CAM07 Help from:DTl (Enterprise Initiative) 50 50 100.0 o 0.0OTHCAM Help from: other (please specify)

o 150 12 “24.0 38 76.0 1

CAM08 Help from: other5

50 50 100.0 o 0.0 0 1OXO1 Help fmm:Oxford Trust 50 47 94.0 3 6.0 0“10X02 Help from: Districf or C!ty Councils 50 47 940 3“ 6.0 ““OOX03 Help from: Heart of Engl Training & Enterprise Council

150” 47; 94.0 3 6.0 O

0X04 Help from: Oxford & District Chamber of Commerce1.—.

50 47 94.0 3“ 6.0 00X05 Help from: Research & Science-based Industry Group

150 47 940 3 6.0 0“”1

‘0X06 Help from: Oxford College-Small Business Centre 50 47 94.0 3 0“1~OX07 Help frorn:NORBIS

6.0

50 47 94.0 3 6.0 0 0

E ~~~~rise~gen~~. ____ ~_.. . ... . ~~~ ._ 3... :..~~.. ~ ___ f~-$=.~

50 47

OTHOX Help from:other (please specify)

OX1 O Help from: other 50 49 98.0~ALUE2 How useful was this advice?

1 2.0 0 181 71 87.7 10 12.3 1

GROWTH3 How do you want your firm to grow?5

100 100 100.0 o~LARGO1 Adv of being Iargerincreased access to resources

0.0 1 383 81 97.6 2 2.4 1 5

~tiRG02 Adv of being larger.abMy to gst economies of scale 83 62=G03 Adv of being Iargerimproved bargaining position

98.8 1 1.2 1 583 81 97.6 2 2.4 1 5

LARG04 Adv of being Iargerability to diversify 83 82 98.8 1 1.2 1–5LARG05 Adv of being Iargerless reliant on outside firms——. 83 61 97.6 2“ 2.4 1LARG06 Adv of being Iargerincreased capitalisation

583 82 98.8 1 1.2 1

LARG07 Adv of being Iargerincreased market presence5

83 63 75.9 20‘OTHLG1 Advantage of beinglargero(her (please specifi)

24.1 1 583 18 21.7 65 78.3 2 15

-~RG08 Advantage of being Iargerother 83 17 20.5 66 79.5 3LARGI 1 Disadv of being Iargerincreased inflexibility

583 82 98.8 1 1.2” 1

LARG12 Disadv of being Iargerloss of morale within firm5

83 82 98.8 1 1.2 1LARG13 Disadv of being Iargerreduction of directors control

583 82 98.8 1 1.2

LARG14 Oisadv of being Iargerincreased depend on out funds1 5

83” 81” 97.6 2 2.4 1OTHLG2 Disadvantage of being Iargerother (please specify)

583 13” 15.7 70 84.3 2 12

LARG15 Disadvantage of being Iargerother 83 13 15.7 70 84.3 2GAIN1 Gain/avoid (dis)advantages with local links?

583 82 98.8 1 1.2 0

GNO1 IF NO, why not?1

43 31 72.1“GN02 IF NO, why not?

12 ““ 27.9 “O 1443 0 T“.o 43 100.0

GN03 IF YES, how? 41 35 85.4 6 14.6 1 29

Question




Total sample:100 N N “/. N “/.

GN04 IF YES, how? 41 17 41.5 24 58.5 4 30;6 SMAL11 Adv of being smaller: increased flexibility 2 2 100.0 0 0.0 1 3

SMAL12 Adv of being smaller increase of morale within firm z 2 100,0 0 0.0 3 5

SMAL13 Adv of being smaller increase of directors control 2 2 100.0 0 0.0 1 3

SMAL14 Adv of being smallerreduced depend on out funds z ‘“ 2 100.0 o“ (j~ ~ “-~””

~OTHSM2 Advantage of being smaller other (please specify)

1

2 1 50.0 1“ 50.0 - 1 1SMAL15 Advantage of being smallerother 2 1 50.0 1 50.0 5

i7

5

SMALO1 Disadv of being smalle~reduced acceas to resources 2 2 100.0 0 0.0 1 1

SMAL02 Disadv of being smallecinabifity to get economies of scale 2 2 100.0 ‘“ o 0.0 1 2

SMAL03 Dlsadv of being smallersubordinate bargaining position 2 2 100.0 o“ 0.0 3 5SMAL04 Disadv of being smalleninability to diversify 2 2 100.0 0 0.0 1 4–

SMAL05 Disadv of being smallermore reliant on outside firms 2“ 2 100.0 0 0.0 1 “-5””

“i3MAL06 Disadv of being Smallerreduced capitaliaafion 2 2 100.0 o 0.0 1 1

SMAL07 Disadv of being smaller reduced market presence 2 0 0.0 2 100.0

OTHSM1 Disadvantage of being arnallerother (please specify) 2 1 50.0 1 50.0 1 l—

SMAL08 Disadvantage of being smallerother 21 50.0 “ 1 50.0 3“

GAIN2 Gain/avoid (disadvantages w~h local links?

3

i9 2’2 100.0 o“ 0.0 0

GN05 IF NO, why not~”

1

1 0 0.0 1 100.0

‘GN06 lF”NO~why not? 1 0 0.0 1—

100.0

‘GN07 IF YES, how? 1 1 100.0 0 0.0

GN08 IF YES, hoi?

11 11

“1 o 0.0 1 100.0

10 SAMEO1 Adv of being the sameflexibility..—

15 14 93.3 ““ 1 6.7

SAME02 Adv of being the same:mora~ within firm

1 5

15 14 93.3 1_ 6.7 1 5

SAME03 Adv of being the same:directors control 15 7 14 93.3 1 6.7 1 5

SAME04 Adv of being the same: independence from outside funds 15 14 93.3 1“ 6.7 1 5

SAME05 Adv of being the samsaccess to resources,.. —.

15 14 93.3 1 6,7 1 5“”

SAME06 Adv of being the same: economies of scale 15 14 93.3 1 6,7 1 5

SAME07 Adv of being the same: bargaining position 15 14 93.3 1 6.7 1 5

SAME08 Adv of being the sameabilify to diversify 15 14 93.3 1 6.7 r 5

SAME09 Adv of being the same: independence from other firms 15 14 93.3 1 8.7 1 5

OTHSA1 Adv of being the same: other (please specify) 15 2 13.3 13 86.7 1’1

SAME1O Adv of being the samsother 15 2 13.3 13 86.7

“1

3 5

11 SAME11 Disadv of being the same:flexitilify 15 14 93.3 1 6,7 1 2

SAME I 2 Disadv of being the same: morale within firm 15 14 93.3 1 6.7 1 3

SAME13 Disadv of being the same: directors control 15 ““’ 14 93.3 1 6.7 1 1

Question

Number

;13

123

4“

5

6“

7



Total sample:100 N N % N %SAME14 Oisadv of being the same: independence from outside funds 15 “14 93.3” 1 6.7” 1””3SAME15 Disadv of being the same: access to resources 15 14 93.3 1 6.7 1-5SAME16 Disadv of being the same: economies of scale 15 15 100.0 0 0:0” 1””4SAME17 Oisadv of being the same: bargaining position 15 15 100.0 0 0.0SAME18 i3sadv of being the same: ability to diversify

1 415 14 93.3

SAME19 Oisadv of being the same: independence from other firms5

15 14 93.3OTHSAZ O@dv of being the sameother (please specify)

—.—.. ;—:. ::;_____ ; 315 1 “6.7 14 93.3

SAME20 Disadv of being the same: other1

15”1” 6.7 14 93.3 3 3“GAIN3 Gain/avoid (disadvantages with local finks? 15 15 100.0 0 “0.0GN09 IF NO, why not?

0’13 2 66.7” 1“ 33.3

GN1O IF NO, why not?3:–4

3,0.— ..—

0.0 100.0GN11 IF YES, how?

312 : 11 91.7” 1“

GN12 IF YES, how?8.3 2 27

12 5 ‘- 41.7 7; 58;3..—

INTERNAT Internationalisation indicator220

100 93 93:0 7 7.0 “—-– 3INDEP Is your firm independent?

o100 ‘“ 93 ~ 93.0 “7 -7.0

YEAR Year your firm began tradingo 1

100 93 93.0 7“: 7.0 ‘OPREG Year your firm began operations in the CamlOx region

1820 1995100 92 92.0 8 _] 8~.. 1820 __._l~...

UK If a subsidiary, is the parent company UK or foreign? 100 17 17.0 83 83.0TURN95 Your turnover in 1995 (fth)

1100” ”88” 88.0 12.0 O - 180000

EXP95 Your expofis in 1995 (fth)12

““100 80 80.0 20 20.0 105000EMPL95 Your employment in 1995

0100 89 89.0 11 ‘“”11.0 1

SITES95 Number of sites in 1995 (incl HQ)6250

100 ‘“”- 88 88.0TURN90” Your turnover in 1990 (fth)

12 12.0 1 3062 69 64.1 13 15.9 o

EXP90 Your exports in 1990 (fth)703000

82 63 76.8 19 ‘23.2EMPL90 Your employment in 1990

0 6700062 67 81.7

SITES90 Number of sites in 1990 (incl HQ)15 18.3 1“ 1200

82 67 81.7 15 18.3WHERE1 If additional sites, where are they?

1 1539

~.28 71.8 11 28.2 1

WHAT1 If additional sites, what do they do?8

39 25 641 14”- 359WHERE2 If additional sites, where are they?

-98 1039 17 43.6 22 56.4

WHAT2 If additional sites, what do they do?2 10

39 15”” 38.5 24 61.5S95PC1 Percent of sales in 95 to: CambridgelOxford region

2 1297 83 85.6 14 14.4 0

S95PC2 Percent of sales in 95 to:rest of E Anglia/Oxen & SE Engl80

97 83 85.6 14 14.4 oS95PC3 Percent of sales in 95 tcxrest of UK

7597 83 85.6 14 14.4

S95PC4 Percent of sales in 95 to:rest of Europeo 98

97 63 85.6 14 14.4S95PC5 Percent of sales in 95 to:rest of World

o 11597 83 85.6 14 14.4 0 “-”187”

Question




Pll

P12

P13

Total sample: 100 N N % N %PART4 Part-time employ ees:technicians & lower prof 100 88 88.0 12 12.0 oPART5 Part-time employees: technologists & higher prof

35

100 88 88.0 12 12.0 o 60PART6 Part-time employees: managerial 100 88 88.0 -17 17n ““ n RnTOTP Part-time employees: total~

100 90 90.0 1; “-”- ; ‘-10.0 2505TAFFI Research staff with degrees % 81 86.2 13 13.8 “OSTAFF2 Managerial staff with degrees % :...:” ._. ..!4 86.6 13STAFF3 Oirectors with degrees %

13.4 086 86.9 ~ 13 13.1

STAFF4 Research staff with Cambridge/Oxford degrees ‘..o

STAFF5 Managerial staff with Cambridm+/Oxfmrl dem+. ./.

?ES6 Where last 3 research staff come from: overseas Univ 95 “““ 67 7(RES7 Where last 3 research staff come from: overseas firms/ergs

“MAN1 Where iast 3 management staff come from: Cam/Ox Univ

MAN2 Where last 3 management staff come frOm:CamlOx region fir

dAN3 Where last 3 management staff come fmmcarninx rmlinn 0,

100100

% “G 80 65.1 14 14.9 o“

.-. -.-=. .. =,___ . 97 82 84.5 15 15.5STAFF6 Directors with Cambridge/Oxford degrees %

o99 85 85,9 14 14.1

RES1 Where last 3 research staff come from: Cam/Ox Univo

95 67 70.5 28 29.5RES2 Where last 3 research staff come from: Cam/Ox region firms

o95”” 67 70.5 28 29.5 0

RES3 Where last 3 research staff come from: Cam/Ox region ergs 95-67”” 70.5 28 ~ 29.5 ‘ ORES4 Where last 3 research staff mme from: other UK Univ

195— “67. — _

——_—. __70.5 28 “29.5

RES5 Where last 3 research staff come from: other UK firms/ergso 1

R“”95 ;“67 70.5 28 29.5 O 1

).5 28 29.5 0“”195 67 70.5 “28 29.5 0 197 57 58.8 40 41.2 0“1

irms 97x

57 58.6 40 41.2 0 1.,...:=-_ . .... . . .->... ,rgs——.. . .. . 97 57 58.6 40 41.2 O

MAN4 Where last 3 management staff come from: other UK Univ1

58.8 40 41.2MAN5 Where last 3 management staff come from: other UK firms/ergs

o 1

.--...: .-; _58.8 40 41.2 O 1“MAN6 Where last 3 management staff come from: overseas Univ 56.8 40 41.2MAN7 Where last 3 management staff come from: overseas tirmslorgs

o

;- ;. ..-.—

158.8 40 41.2

AREAO1 External firms: accountancyo 1

89.0 “’ 11 11.0AREA02 External firms: banking

o 1100

A“89 89.o 11 11.0 0 1

100

100

100

100

1“

1—.

\REA03 External firms: venture capital 100 89 89.0 11 11.0AREA04 External firms:legal services

o 1100 89 89.o 11 11,0 1“

AREA05 External firms: management consultantso

100 89 89.0 11 11.0AREA06 External tirms:public relations

o 1100 89 89.0 11 11.0

AREA07 External tirms:personnel & recruitmento 1

100 89 89.0 11 11.0 oAREA08 External firms: advetising

1100 89 89.0 11 11.0

AREA09 External firms: market researcho 1

100 89 89.o 11 fl.o o“”” 1AREAl O External firms: marketing 100 89 89.0 “11 11.0 1“AREAl 1 External firms: computer services

o100 89 89.0 11 11.0 o 1

Question

NumberVariable Name and Label Eligible to



Total sample:100 N N “4 NAREAl 2 External firms: designlprinting services

%100 89 89.0 11 11.0 0“1

OTHAREA External ftrms:other (pleaSe specify) 100 9“ 9:0 91AREAl 3 External flrms:other

91.0 1 7100 89 89.0 11 “11.0 0“1

LOCO1 Local/non-local firms: accountancy 86 65 75.6 21LOC02 Local/non-local firms banking

24.4 0 10085 65””

~LOC03 Local/non-local tinms:venture capital76.5 20 23.5 O–.— 100

26 13 50.0 13LOC04 Local/non-local ?irms:legal services

50.0 0 10080 56 70.0 24

LOC05 Local/non-local firms: management consultants30.0 0 100

28 15 53.6 13 46.4 O ‘— 100~LOC06 Local/non-local firms: public relations 31 17 54.8 14LOCO? Local/non-local fmms:oersmmel & recntitment

45,2 0 100”&n “’7 7?” .C n7- . . . . .~., ., ..— . . . . .

LOC08 Locallnon-local firms: advertising

!LOC09 LocxaWnon-local firms: market research..—. ..— —— —. _LOCI O Local/non-local firms: marketing

,LOC11 Local/non-local tirms:computer services

~LOC12 Local/non-local iirmsdesignlprinting services

LOC13 Loca[lnon-local firms: other

QUALO1 Quality of local firms: acmuntancv

u. -.,Z ,<. -) .Z, .O

56 36 643 ; 35.7 :23 10 “- 43.5 13 56.5 023 10 43.5 13 56.5 044 29 65.9 15 “54.1 o80 ““59 73.8 21 26.3 O21 8 38.1 13- 61.9 ~_73 54 74.0 19 26.0 — 170 53 ‘ 75.7 17 24.3 1

1W1001001001001001005<“

..—.:QUAL02 Quali~o flocalf irms:bankin~”

QUAL03 Quality oflocal firms: venture cspital 22”9 40.9 13QUAL04 Quality oflocal firmslegal services

59.1 7“5

IQUAL05 Quality oflocal firms: management ansultants

,. “, ,,. ” L“ Lo.<lR K 970 4. =Oa

QUALC6 QualiWof loalfims:nublic relafinnsA–,

~=:. . . . . . . . . . . .

QUAL07 Quality oflocal firmspersonnel &recwitment

~QUI _Quality of local tirms:advertising

QUAL09 Quality oflocal firms: market research”

QUAL1O Quality oflocal finns:marketing

QUAL1l Quality OflOcal lirms:wmDuter sewices

QUAL12 Quali~oflocal firrns:design/printing sen /ices

QUAL13 Quality oflocalfirms:other

71 C4 7,,2.n

IV

20

50

38

15

19

33

71

17

.6

34

21

2

6

17

52

4

,C, .L, ,0

30.0 1468.0 ‘- 16

55.3 17 ““13.3 13

31.6 13

51.5 16

73.2 19

23,5 13

(z. <

70.032.044.786.768.448.526.8

76.5

survey on territorial clustering and high- technology ... · general characteristics, origins and...

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