| Description |
1 online resource (xxii, 388 pages) : illustrations |
| Contents |
Cover -- Half-title -- Title page -- Copyright information -- Contents -- List of Figures -- List of Tables -- List of Boxes -- List of Contributors -- Foreword -- Acknowledgments -- Introduction -- I.1 Book Structure -- References -- 1 A Framework for Innovation in Emerging Markets -- 1.1 Innovation: The Sine Qua Non of Growth and Development -- 1.1.1 The National System of Innovation (NSI) -- 1.1.2 Measuring Innovation Performance -- 1.2 An Innovation Framework for Emerging Markets -- 1.3 Part I: Drivers of Innovation in Emerging Markets -- 1.3.1 Institutional Contexts and Governments -- 1.3.2 Industry- and Firm-Level Drivers -- 1.3.3 Society and Social Demands -- 1.4 Part II: Types of Innovation in Emerging Markets -- 1.4.1 Product and Process Innovation -- 1.4.2 Business Model Innovation -- 1.4.3 Organizational Innovation -- 1.4.4 Frugal Innovation -- 1.4.5 Reverse Innovation -- 1.4.6 Social Innovation -- 1.5 Part III: Innovation Outcomes in Emerging Markets -- 1.6 From Copycats to Leaders -- References -- Part I Drivers of Innovation in Emerging Markets -- 2 The Breadth and Extent of Chinese Innovation as Documented in the 2017 Corporate Innovation Survey -- 2.1 Introduction -- 2.2 Context of Chinese Enterprises' Innovation Activities -- 2.3 Chinese Enterprises' Innovation by Industry -- 2.3.1 Overall Situation -- 2.3.2 Innovation in Manufacturing -- 2.3.3 Innovation in the Service Industry -- 2.4 Chinese Enterprises' Technology Innovation Strategies -- 2.4.1 Independent Development of Technology Innovation Predominates among Chinese Enterprises -- 2.4.2 The Most Important Expenditures for Corporate Innovation Are Machinery, Equipment, Software, and Internal Research and Development (R& -- D) -- 2.4.3 The Main External Sources of Information for Corporate Innovation Are Clients and Intra-Industry Enterprises |
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2.4.4 Upstream and Downstream Subjects Are the Main Cooperative Partners of Enterprises -- 2.5 Factors Driving Innovation from the Perspective of Entrepreneurs -- 2.6 Results and Impact of Chinese Enterprises' Innovation -- 2.6.1 New Product Output -- 2.6.2 Technological Capabilities -- 2.6.3 Promoting Economic and Social Development -- 2.7 Conclusions -- References -- 3 The Rise of an Innovation Tiger: The Catch-Up of the Indian National System of Innovation -- 3.1 Introduction -- 3.2 Innovation Systems Catch-Up -- 3.2.1 Innovation Systems -- 3.2.2 Innovation Systems in Developing Countries and Their Catch-Up -- 3.3 The Indian NSI -- 3.3.1 India's Policy Changes and Innovation -- 3.3.2 The Indian Wind Turbine Industry -- 3.3.3 The Indian Pharmaceutical Industry -- 3.3.4 The Indian Auto Components Industry -- 3.4 Concluding Discussion -- 3.4.1 Implications for Policy and Practice -- References -- 4 Exploring the Role of Government Involvement in Innovation: The Case of State Grid Corporation of China (SGCC) and INVAP -- 4.1 Introduction -- 4.2 State Grid Corporation of China (SGCC) -- 4.2.1 SGCC, a Major Chinese State-Owned Company -- 4.2.2 Electricity as a Technology and Innovation Enabler -- 4.2.3 Beyond China, Global Energy Interconnection (GEI) -- 4.3 INVAP: The Argentine Jewel -- 4.3.1 INVAP Innovation -- 4.3.2 Governance -- 4.4 INVAP, SGCC, and Beyond -- 4.5 Can Emerging-Market SOEs Be Leading Innovators? -- References -- 5 Digital Companies Driving Business Model Innovation in Emerging Markets: The Cases of Alibaba, Flipkart, Jumia, and Mercado Libre -- 5.1 A Look at the World of Retail E-Commerce -- 5.2 Alibaba's Rise to Become the World's Largest Retail and E-Commerce Company -- 5.3 Flipkart and the Race to the Top of Indian E-Commerce -- 5.3.1 Flipkart Innovates with Payment Methods -- 5.3.2 E-Commerce Competitors Come to India |
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5.3.3 Bumps on the Road: The Need for More Customization -- 5.3.4 Moving Forward: Pressure from Amazon Will Lead to More Consolidation -- 5.4 Africa's First Unicorn, Jumia -- 5.4.1 E-Commerce Challenges in Africa -- 5.4.2 Customer-Focused Model Helps Jumia Grow -- 5.4.3 Moving Ahead in Africa -- 5.5 Mercado Libre, the Latin American Leader -- 5.5.1 Adjusting and Seeking New Business Opportunities -- 5.5.2 Current Challenges and Perspectives Ahead -- 5.6 The New E-Commerce Leaders from Emerging Markets -- References -- 6 Entrepreneurial Ecosystems and Innovation in the Balkans -- 6.1 Introduction -- 6.2 How Entrepreneurial Ecosystems Relate to National Systems of Innovation -- 6.2.1 Institutions, Infrastructure, and Government Programs -- 6.2.2 R& -- D Capabilities, Transfer Capabilities, and Universities -- 6.2.3 Business Sophistication and Entrepreneurial Culture -- 6.3 Data and Method: Why the Balkans? -- 6.4 Brief Overview of the Entrepreneurial Ecosystems in the Balkans -- 6.4.1 Institutions, Infrastructure, and Government Programs -- 6.4.2 R& -- D Capabilities, Transfer Capabilities, and Universities -- 6.4.3 Business Sophistication and Entrepreneurial Culture -- 6.5 Conclusions -- References -- Part II Types of Innovation in Emerging Markets -- 7 The Political Economy of China's R& -- D Internationalization: Policy-Led Innovation and Changes in China's Growth Model -- 7.1 Introduction: Policies Matter in China's Development of Global Innovation -- 7.2 A Historical Review of Global Chinese R& -- D Practices -- 7.3 The Necessity of Transforming China's Growth Model -- 7.3.1 The Shift of Growth Model -- 7.3.2 ''Becoming Strong,'' Domestically and Internationally -- 7.4 Domestic Upgrading: ''Indigenous Innovation'' and ''Made in China 2025'' -- 7.4.1 The ''Indigenous Innovation'' Drive -- 7.4.2 The ''Made in China 2025'' Program |
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7.5 Outward Drive: ''Going Out'' and the ''Belt and Road Initiative'' -- 7.5.1 The ''Going Out'' Strategy -- 7.5.2 The Belt and Road Initiative (BRI) -- 7.6 Chinese R& -- D Internationalization at the Firm Level -- 7.6.1 A Review of Pertinent Literature -- 7.6.2 Scale and Extent of Chinese R& -- D Internationalization -- 7.6.3 SOE versus POE Internationalization -- 7.7 Counterreaction: Investment Screening Reform in the EU and the United States -- 7.8 Conclusion -- References -- 8 Emerging Pharmaceutical Companies from China, India, and Brazil: From Generic Drugs to Innovation Strategies -- 8.1 Introduction -- 8.2 Pharmaceutical Innovation and the New Role of Emerging Markets -- 8.2.1 From Copycats to Leaders in the Pharmaceutical Value Chain -- 8.3 Pharmaceutical Industry in China, India, and Brazil -- 8.3.1 Chinese Pharmaceutical Market -- 8.3.1.1 Players, Competition, and Capabilities in the Market -- 8.3.1.2 Key Institutional Changes and Innovation -- 8.3.2 Indian Pharmaceutical Market -- 8.3.2.1 Players, Competition, and Capabilities in the Market -- 8.3.2.2 Key Institutional Changes and Innovation -- 8.3.3 Brazilian Pharmaceutical Market -- 8.3.3.1 Players, Competition, and Capabilities in the Market -- 8.3.3.2 Key Institutional Changes and Innovation -- 8.4 Cases -- 8.4.1 Jiangsu Hengrui Medicine -- 8.4.2 Sun Pharma -- 8.4.3 Eurofarma -- 8.5 Conclusions -- References -- 9 Reverse Innovation and the Role of Local Partners in Emerging Markets: The Experience of Foreign Subsidiaries in Brazil -- 9.1 Introduction -- 9.2 Reverse Innovation in EMs -- 9.3 Methodology -- 9.4 Results -- 9.5 Analysis of Results -- 9.6 Cases -- 9.6.1 Case 1: 3M Brazil and Natura -- 9.6.2 Case 2: Visa and Suplicy Cafés -- 9.6.3 Case 3: Orisol and Artecola -- 9.7 Conclusion -- References |
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10 Innovation Based on Value Co-creation through Employees at HCL Technologies -- 10.1 Introduction -- 10.2 The Value Co-creation Framework -- 10.3 Methods -- 10.4 HCL Technologies -- 10.4.1 The EFCS Management Philosophy -- 10.4.2 Employee Well-Being -- 10.4.3 Employee Empowerment -- 10.4.4 Innovation through Value Co-creation -- 10.5 Discussion and Conclusions -- References -- 11 Frugal Innovation in Brazilian Multinationals -- 11.1 Introduction -- 11.2 Theoretical Background -- 11.2.1 Frugal Innovation -- 11.2.2 Aligning the Catch-up Strategy with Frugal Innovation -- 11.3 Method -- 11.4 Cases of Frugal Innovation in Brazilian Companies -- 11.4.1 Natura: Frugal Innovation Pulled by Sustainable Innovation Strategy -- 11.4.2 Nubank: Frugal Innovation Pulled by High Technology Catch-up Strategy -- 11.5 Survey of Brazilian Multinationals -- 11.6 Conclusion -- Appendix -- References -- 12 Innovation in War and Peace: How Colombian Conflict and Postconflict Triggered Military and Business Model Innovation -- 12.1 Introduction -- 12.2 The Colombian Conflict in Brief -- 12.3 Managerial Innovation in Warfare -- 12.4 Peacebuilding and Business Model Innovation -- 12.4.1 Bancolombia: Exploring Business Model Innovation -- 12.4.2 Crepes & -- Waffles: Interdependency -- 12.4.3 Postobón and CSR -- 12.5 Conclusion and Implications -- References -- Part III Innovation Outcomes in Emerging Markets -- 13 Evaluating Outcomes of Innovation in Emerging Markets -- 13.1 Measuring Countries' Innovation Performance -- 13.2 Emerging Countries in the Global Innovation Index (GII) -- 13.3 Innovation Capabilities in Emerging Multinationals -- 13.4 Going Beyond Traditional Indicators in Emerging Markets -- Appendix -- References -- Conclusions: Emerging Markets Becoming Innovation Leaders -- Index |
| Summary |
"For two centuries since the industrial revolution, technological and other breakthrough innovations occurred in industrialized Europe and North America, and then diffused to other parts of the world. After World War 2, a few other countries, such as Japan and South Korea, joined the exclusive club of cutting-edge innovators. But since 2000, a number of emerging economies have started to produce innovations of their own. In our work on reverse innovation, Vijay Govindarajan and I argued that we may be at the cusp of a new era in which important innovations could emanate from emerging economies and then diffuse to the rest of the world, including, sometimes, to industrialized countries. The initial wave of innovations from emerging economies, such as China and India, was largely based on process innovations, particularly to make products much more affordable, often at costs that were 80-90 percent lower than in the industrialized countries. Other innovations attempted to make products simpler to use and easier to maintain in the harsh and underdeveloped conditions found in most low-income countries. Accomplishing these results did not usually require technological breakthroughs, but it was based on a lot more than the cheap labor in emerging economies. For instance, it also involved new processes and business models that were asset-light and leveraged alliances among multiple partners. Local companies often took the lead in pursuing affordability innovation, because they understood the needs of emerging-market customers better than foreign multinationals, they had a low-cost mindset, and they had no legacy of high-margin products to defend. Foreign multinationals reluctantly joined in this kind of innovation to defend their position in rapidly-growing emerging economies and to guard against future challenges by emerging-market firms in the MNCs' own backyards, i.e. developed-country markets"-- Provided by publisher |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Online resource; title from digital title page (viewed on March 31, 2021) |
| Subject |
Technological innovations -- Economic aspects -- Developing countries
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New products -- Developing countries
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New business enterprises -- Developing countries
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New business enterprises
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New products
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Technological innovations -- Economic aspects
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Developing countries
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| Form |
Electronic book
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| Author |
Cahen, Fernanda Ribeiro, editor.
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Casanova, Lourdes, editor.
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Miroux, Anne, editor.
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| LC no. |
2020049292 |
| ISBN |
9781108808484 |
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1108808484 |
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9781108764407 |
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1108764401 |
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