ployment Morone, Italian Process innovation and Statistical Testa manufacturing organizational change have a stronger effect on a firm's growth than product innovation and marketing innovation The results explained above are summarized in Table 1. In a recent study by Jyrki Ali-Yrkkö and Olli Martikainen (2008) on innovations in Finnish software industry, innovations were divided into two groups: technolog- ical and nontechnological innovations. The firms were asked to describe the impacts of different types of innovations on firm growth (2008). The survey was conducted in spring 2008 as a joint effort by Helsinki University of Technology (Software Business Lab) and University of Turku (Software Product Development Research Group). To measure different dimensions of innovations, the Innovation radar approach by Sawhney et al. (2006) was applied. The innovation radar is composed of 12 dimensions of innovation: 1. Offerings 2. Platforms 3. Solutions 4. Customers 5. Customer experience 6. Value capture O. Martikainen 7. Processes 8. Organization 9. Supply chain 10. Presence 11. Networking 12. Brand Out of these 12 dimensions, three (offerings, platform and processes) are clearly related to technology development. Offerings mean products and services, and innovation of these requires the creation of new products of services. A platform is a set of common components, assembly methods or technologies that serve as building blocks or modules for a portfolio of products and services. Processes are a configuration of activities used to conduct internal operations. Innovations along offerings, platform and processes require very often R&D. The other nine dimensions on the innovation radar are nontechnological innovations. The study analyzed the impact of innovations on firm growth using data on Finnish firms operating in the software industry. The dataset of 267 observations consisted of firms that are mostly small and private. The results based on the data suggest that innovations indeed have a statistically significant p