Abstract
Purpose
To explain how innovation intermediaries in rural-peripheral regions develop the internal knowledge and relational capabilities that underpin effective SME support, focusing on the practices and organisational mechanisms through which these capabilities are built.
Design/methodology/approach
Qualitative, interpretivist study based on 28 semi-structured interviews with intermediary staff and ecosystem stakeholders in Northern Ireland. Analysis followed an abductive logic combining Gioia methodology and reflexive thematic analysis to move from informant terms to second-order concepts and aggregate themes.
Findings
Three capability-building themes emerge. (1) Building knowledge capabilities through advisor and organisational level learning mechanisms (CPD, shadowing, field-based learning), soft codification (repositories, shared diagnostics), and CRM-enabled coordination and follow-ups. (2) Advisor-client relationships developed via recurring practices, trust-building, relatability to business context, confidence building, co-diagnosis, and expectation management, that enable problem framing and uptake. (3) Intermediary-client fit, achieved by systematic needs assessment, latitude in programme design/delivery/outreach (including adaptations), and warm signposting through external relationships and networks, which over time inform organisational specialisation. Together these practices constitute the micro-foundations of intermediaries’ knowledge and relational capabilities.
Practical implications
Funders should resource time and budget for internal capability development (e.g., KM systems, CPD, feedback loops) within programme designs. Intermediary managers can strengthen performance by formalising tacit knowledge, integrating CRMs, and aligning signposting and adaptations to client readiness.
Originality/value
Shifts attention from intermediaries’ external roles to their internal, practice-based capability formation in rural-peripheral settings, advancing understanding of the micro-foundations of dynamic capabilities in public/hybrid intermediary organisations.
Keywords: innovation intermediaries; rural-peripheral regions; dynamic capabilities; knowledge management; relational capabilities; SMEs.
To explain how innovation intermediaries in rural-peripheral regions develop the internal knowledge and relational capabilities that underpin effective SME support, focusing on the practices and organisational mechanisms through which these capabilities are built.
Design/methodology/approach
Qualitative, interpretivist study based on 28 semi-structured interviews with intermediary staff and ecosystem stakeholders in Northern Ireland. Analysis followed an abductive logic combining Gioia methodology and reflexive thematic analysis to move from informant terms to second-order concepts and aggregate themes.
Findings
Three capability-building themes emerge. (1) Building knowledge capabilities through advisor and organisational level learning mechanisms (CPD, shadowing, field-based learning), soft codification (repositories, shared diagnostics), and CRM-enabled coordination and follow-ups. (2) Advisor-client relationships developed via recurring practices, trust-building, relatability to business context, confidence building, co-diagnosis, and expectation management, that enable problem framing and uptake. (3) Intermediary-client fit, achieved by systematic needs assessment, latitude in programme design/delivery/outreach (including adaptations), and warm signposting through external relationships and networks, which over time inform organisational specialisation. Together these practices constitute the micro-foundations of intermediaries’ knowledge and relational capabilities.
Practical implications
Funders should resource time and budget for internal capability development (e.g., KM systems, CPD, feedback loops) within programme designs. Intermediary managers can strengthen performance by formalising tacit knowledge, integrating CRMs, and aligning signposting and adaptations to client readiness.
Originality/value
Shifts attention from intermediaries’ external roles to their internal, practice-based capability formation in rural-peripheral settings, advancing understanding of the micro-foundations of dynamic capabilities in public/hybrid intermediary organisations.
Keywords: innovation intermediaries; rural-peripheral regions; dynamic capabilities; knowledge management; relational capabilities; SMEs.
| Original language | English |
|---|---|
| Number of pages | 19 |
| Publication status | Published (in print/issue) - 5 Nov 2025 |
| Event | ISBE 2025: Collaborating across Entrepreneurial Ecosystems: opportunities for inclusion, innovation, sustainability, resilience and growth - University of Strathclyde, Glasgow, United Kingdom Duration: 5 Nov 2025 → 6 Nov 2025 https://www.isbe.org.uk/events/isbe-2025/ |
Conference
| Conference | ISBE 2025 |
|---|---|
| Country/Territory | United Kingdom |
| City | Glasgow |
| Period | 5/11/25 → 6/11/25 |
| Internet address |
Bibliographical note
The ISBN for ISBE2025 is 978-1-900862-37-0Keywords
- innovation intermediaries
- rural-peripheral regions
- dynamic capabilities
- knowledge management
- relational capabilities
- SMEs
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The Best Paper in the Business Support, Strategies and Practice Track
Rawat, S. (Recipient), Quinn, B. (Recipient) & Miller, K. (Recipient), 5 Nov 2025
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