This paper presents a bibliometric study on patents and scientific publications related to airborne electromagnetic methods used as less invasive technologies in mineral exploration. A statistical analysis of the documents reveals the main players, technology trends, and collaboration patterns via bibliometric techniques. The article aims to analyse the gap between the model of sustainable less invasive innovations and the concrete implementation of the technology pull. Special attention is paid to the enablers of sustainable development and their presence in the technology landscape for less invasive exploration technologies.

To achieve the United Nations’ Sustainable Development Goals (SDGs), the support for the internationalization of micro, small and medium-sized enterprises (MSME) for inclusive and sustainable growth needs improvement. Decided to accomplish these global goals, many regional governments have established regional public agencies aiming at increasing MSME competitiveness. In the area of internationalization, regional governments have created Regional Export Promotion Agencies (REPA), which are a type of Trade Promotion Organization (TPO) that has been implemented, for instance, in all Spanish regions. However, we found a gap in the literature since there is not enough evidence on the utility of the services provided by TPOs. Thus, the aim of this paper is to explore how a REPA interacts with firms when they internationalize and cooperates with the corresponding Regional Development Agency (RDA) during this process. The preliminary findings suggest that a better coordination between both Regional Agencies is required. In addition, further financial measures to support firms in the first stages of the internationalization processes as well as an improvement of communication activities to increase awareness of the services offered are demanded by the firms.

IntroductionPerformance uncertainty and switching costs often hinder novel technologies, methods, and tools (Guerin, 2000). Regulatory, scientific, engineering, and investment communities require proof of concepts to overcome adaptation reticence (Kreijns et al., 2018). Test sites are physical places where public or private entities allow technology developers and their

Background Performance management systems (PMS) in public sector networks face unique challenges due to distributed governance, heterogeneous actors, and evolving policy priorities. While collaborative networks are increasingly central to policy implementation, little is known about how PMS evolve in such settings. This paper investigates the longitudinal evolution of the Enterprise Europe Network (EEN)—the world’s largest public network supporting small and medium enterprises (SMEs)—over fifteen years, offering new insights into PMS as socio-technical systems. Methods The study employs a qualitative, longitudinal single-case design, using abductive reasoning. Data collection combined extensive archival analysis (calls for proposals, grant agreements, evaluation reports, coordination artefacts) with direct observation of network routines and governance arenas. Coding was conducted in iterative stages—open, axial, and selective—to identify recurrent dynamics, triggers of PMS change, and building blocks of system evolution. Results Findings reveal that the EEN’s PMS evolved through five phases, shifting from activity/output-based reporting to a client-journey logic that captures SME achievements, impact, and cross-consortia contributions. Evolution occurred in episodic cycles rather than continuous adaptation, with contractual boundaries fixing indicators within multiannual programmes. Redesign was triggered by external forces and enacted through governance arenas. A generic three-layer framework is developed, comprising contextual triggers, lifecycle phases, and building blocks. Conclusions The study demonstrates that PMS in public sector networks evolve as socio-technical systems shaped by external triggers, bounded lifecycles, and building blocks. This reframes PMS not as static indicator sets nor as continuously adaptive systems, but as episodic, governed design processes that balance accountability, collaboration, and learning. The proposed framework is transferable to other public sector networks and provides actionable guidance for policymakers and managers seeking to design performance systems that capture the value of coordination and co-production in complex, multi-actor environments.

Background Export Promotion Agencies (EPAs) play a crucial role in facilitating the internationalization of small and medium enterprises (SMEs), contributing significantly to economic growth. The complexity of their operations, diversity of services provided, and challenges in attributing outcomes complicate the effective implementation of Performance Management Systems (PMSs). Method This study investigates how the Logic Model framework can be utilized as a strategic, structured, and flexible tool to design and implement PMSs tailored to the unique operational needs of EPAs. A qualitative, exploratory multiple-case study approach was applied, involving various types of EPAs within Spain—including provincial, regional, national, and a regional EPA belonging to a European network. Results The research identifies significant variability in PMS sophistication and logic model adoption across agencies. The Logic Model, emphasizing causal linkages between inputs, activities, outputs, and outcomes, offers EPAs a coherent framework to enhance transparency, accountability, and strategic learning. An extended illustrative case of a European-networked regional EPA highlights best practices in integrating structured client journeys, performance monitoring, and dynamic feedback mechanisms into service delivery. Conclusion This research proposes a comprehensive methodology for implementing Logic Model-based PMSs within EPAs, emphasizing stakeholder participation, flexible indicators, systematic service quality evaluation, and continuous adaptive management. By addressing the identified gaps in performance management practices within EPAs, the study contributes to both academic literature and practical guidelines, ultimately supporting the international competitiveness of SMEs and economic development objectives.

Background Performance management systems (PMS) in public sector networks face unique challenges due to distributed governance, heterogeneous actors, and evolving policy priorities. While collaborative networks are increasingly central to policy implementation, little is known about how PMS evolve in such settings. This paper investigates the longitudinal evolution of the Enterprise Europe Network (EEN), the world’s largest public network supporting small and medium enterprises (SMEs), over fifteen years, offering new insights into PMS as socio-technical systems. Methods The study employs a qualitative, longitudinal single-case design, using abductive reasoning. Data collection combined extensive archival analysis (calls for proposals, grant agreements, evaluation reports, coordination artefacts) with direct observation of network routines and governance arenas. Coding was conducted in iterative stages-open, axial, and selective-to identify recurrent dynamics, triggers of PMS change, and building blocks of system evolution. Results Findings reveal that the EEN’s PMS evolved through five phases, shifting from activity/output-based reporting to a client-journey logic that captures SME achievements, impact, and cross-consortia contributions. Evolution occurred in episodic cycles rather than continuous adaptation, with contractual boundaries fixing indicators within multiannual programmes. Redesign was triggered by external forces and enacted through governance arenas. A generic three-layer framework is developed, comprising contextual triggers, lifecycle phases, and building blocks. Conclusions The study demonstrates that PMS in public sector networks evolve as socio-technical systems shaped by external triggers, bounded lifecycles, and building blocks. This reframes PMS not as static indicator sets nor as continuously adaptive systems, but as episodic, governed design processes that balance accountability, collaboration, and learning. The proposed framework is transferable to other public sector networks and provides actionable guidance for policymakers and managers seeking to design performance systems that capture the value of coordination and co-production in complex, multi-actor environments.