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Innovation from Emerging Markets (Record no. 6178)

MARC details
000 -LEADER
fixed length control field	09913nam a22001937a 4500
005 - DATE & TIME
control field	20220120122842.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field	220120b \|\|\|\|\|\|\|\| \|\|\|\| 00\| 0 eng d
020 ## - ISBN
International Standard Book Number	9781108486866
Price	8899
040 ## - CATALOGING SOURCE
Original cataloging agency	S.X.U.K
041 ## - Language
Language	English
082 ## - DDC NUMBER
Classification number	338.064091724
Book Number	CAH(INN)
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name	Cahen, Fernanda Ribeiro
245 ## - TITLE STATEMENT
Title	Innovation from Emerging Markets
Sub Title	: from copycats to leaders
Statement of responsibility	by Fernanda Ribeiro. Cahen
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc	NY
Name of publisher, distributor, etc	Cambridge
Date of publication, distribution, etc	2021
300 ## - PHYSICAL DESCRIPTION
Pages	388 p.
500 ## - GENERAL NOTE
General note	Cover --<br/>Half-title --<br/>Title page --<br/>Copyright information --<br/>Contents --<br/>List of Figures --<br/>List of Tables --<br/>List of Boxes --<br/>List of Contributors --<br/>Foreword --<br/>Acknowledgments --<br/>Introduction --<br/>I.1 Book Structure --<br/>References --<br/>1 A Framework for Innovation in Emerging Markets --<br/>1.1 Innovation: The Sine Qua Non of Growth and Development --<br/>1.1.1 The National System of Innovation (NSI) --<br/>1.1.2 Measuring Innovation Performance --<br/>1.2 An Innovation Framework for Emerging Markets --<br/>1.3 Part I: Drivers of Innovation in Emerging Markets --<br/>1.3.1 Institutional Contexts and Governments --<br/>1.3.2 Industry- and Firm-Level Drivers --<br/>1.3.3 Society and Social Demands --<br/>1.4 Part II: Types of Innovation in Emerging Markets --<br/>1.4.1 Product and Process Innovation --<br/>1.4.2 Business Model Innovation --<br/>1.4.3 Organizational Innovation --<br/>1.4.4 Frugal Innovation --<br/>1.4.5 Reverse Innovation --<br/>1.4.6 Social Innovation --<br/>1.5 Part III: Innovation Outcomes in Emerging Markets --<br/>1.6 From Copycats to Leaders --<br/>References --<br/>Part I Drivers of Innovation in Emerging Markets --<br/>2 The Breadth and Extent of Chinese Innovation as Documented in the 2017 Corporate Innovation Survey --<br/>2.1 Introduction --<br/>2.2 Context of Chinese Enterprises' Innovation Activities --<br/>2.3 Chinese Enterprises' Innovation by Industry --<br/>2.3.1 Overall Situation --<br/>2.3.2 Innovation in Manufacturing --<br/>2.3.3 Innovation in the Service Industry --<br/>2.4 Chinese Enterprises' Technology Innovation Strategies --<br/>2.4.1 Independent Development of Technology Innovation Predominates among Chinese Enterprises --<br/>2.4.2 The Most Important Expenditures for Corporate Innovation Are Machinery, Equipment, Software, and Internal Research and Development (R& --<br/>D) --<br/>2.4.3 The Main External Sources of Information for Corporate Innovation Are Clients and Intra-Industry Enterprises. 2.4.4 Upstream and Downstream Subjects Are the Main Cooperative Partners of Enterprises --<br/>2.5 Factors Driving Innovation from the Perspective of Entrepreneurs --<br/>2.6 Results and Impact of Chinese Enterprises' Innovation --<br/>2.6.1 New Product Output --<br/>2.6.2 Technological Capabilities --<br/>2.6.3 Promoting Economic and Social Development --<br/>2.7 Conclusions --<br/>References --<br/>3 The Rise of an Innovation Tiger: The Catch-Up of the Indian National System of Innovation --<br/>3.1 Introduction --<br/>3.2 Innovation Systems Catch-Up --<br/>3.2.1 Innovation Systems --<br/>3.2.2 Innovation Systems in Developing Countries and Their Catch-Up --<br/>3.3 The Indian NSI --<br/>3.3.1 India's Policy Changes and Innovation --<br/>3.3.2 The Indian Wind Turbine Industry --<br/>3.3.3 The Indian Pharmaceutical Industry --<br/>3.3.4 The Indian Auto Components Industry --<br/>3.4 Concluding Discussion --<br/>3.4.1 Implications for Policy and Practice --<br/>References --<br/>4 Exploring the Role of Government Involvement in Innovation: The Case of State Grid Corporation of China (SGCC) and INVAP --<br/>4.1 Introduction --<br/>4.2 State Grid Corporation of China (SGCC) --<br/>4.2.1 SGCC, a Major Chinese State-Owned Company --<br/>4.2.2 Electricity as a Technology and Innovation Enabler --<br/>4.2.3 Beyond China, Global Energy Interconnection (GEI) --<br/>4.3 INVAP: The Argentine Jewel --<br/>4.3.1 INVAP Innovation --<br/>4.3.2 Governance --<br/>4.4 INVAP, SGCC, and Beyond --<br/>4.5 Can Emerging-Market SOEs Be Leading Innovators? --<br/>References --<br/>5 Digital Companies Driving Business Model Innovation in Emerging Markets: The Cases of Alibaba, Flipkart, Jumia, and Mercado Libre --<br/>5.1 A Look at the World of Retail E-Commerce --<br/>5.2 Alibaba's Rise to Become the World's Largest Retail and E-Commerce Company --<br/>5.3 Flipkart and the Race to the Top of Indian E-Commerce --<br/>5.3.1 Flipkart Innovates with Payment Methods --<br/>5.3.2 E-Commerce Competitors Come to India. 5.3.3 Bumps on the Road: The Need for More Customization --<br/>5.3.4 Moving Forward: Pressure from Amazon Will Lead to More Consolidation --<br/>5.4 Africa's First Unicorn, Jumia --<br/>5.4.1 E-Commerce Challenges in Africa --<br/>5.4.2 Customer-Focused Model Helps Jumia Grow --<br/>5.4.3 Moving Ahead in Africa --<br/>5.5 Mercado Libre, the Latin American Leader --<br/>5.5.1 Adjusting and Seeking New Business Opportunities --<br/>5.5.2 Current Challenges and Perspectives Ahead --<br/>5.6 The New E-Commerce Leaders from Emerging Markets --<br/>References --<br/>6 Entrepreneurial Ecosystems and Innovation in the Balkans --<br/>6.1 Introduction --<br/>6.2 How Entrepreneurial Ecosystems Relate to National Systems of Innovation --<br/>6.2.1 Institutions, Infrastructure, and Government Programs --<br/>6.2.2 R& --<br/>D Capabilities, Transfer Capabilities, and Universities --<br/>6.2.3 Business Sophistication and Entrepreneurial Culture --<br/>6.3 Data and Method: Why the Balkans? --<br/>6.4 Brief Overview of the Entrepreneurial Ecosystems in the Balkans --<br/>6.4.1 Institutions, Infrastructure, and Government Programs --<br/>6.4.2 R& --<br/>D Capabilities, Transfer Capabilities, and Universities --<br/>6.4.3 Business Sophistication and Entrepreneurial Culture --<br/>6.5 Conclusions --<br/>References --<br/>Part II Types of Innovation in Emerging Markets --<br/>7 The Political Economy of China's R& --<br/>D Internationalization: Policy-Led Innovation and Changes in China's Growth Model --<br/>7.1 Introduction: Policies Matter in China's Development of Global Innovation --<br/>7.2 A Historical Review of Global Chinese R& --<br/>D Practices --<br/>7.3 The Necessity of Transforming China's Growth Model --<br/>7.3.1 The Shift of Growth Model --<br/>7.3.2 ''Becoming Strong,'' Domestically and Internationally --<br/>7.4 Domestic Upgrading: ''Indigenous Innovation'' and ''Made in China 2025'' --<br/>7.4.1 The ''Indigenous Innovation'' Drive --<br/>7.4.2 The ''Made in China 2025'' Program. 7.5 Outward Drive: ''Going Out'' and the ''Belt and Road Initiative'' --<br/>7.5.1 The ''Going Out'' Strategy --<br/>7.5.2 The Belt and Road Initiative (BRI) --<br/>7.6 Chinese R& --<br/>D Internationalization at the Firm Level --<br/>7.6.1 A Review of Pertinent Literature --<br/>7.6.2 Scale and Extent of Chinese R& --<br/>D Internationalization --<br/>7.6.3 SOE versus POE Internationalization --<br/>7.7 Counterreaction: Investment Screening Reform in the EU and the United States --<br/>7.8 Conclusion --<br/>References --<br/>8 Emerging Pharmaceutical Companies from China, India, and Brazil: From Generic Drugs to Innovation Strategies --<br/>8.1 Introduction --<br/>8.2 Pharmaceutical Innovation and the New Role of Emerging Markets --<br/>8.2.1 From Copycats to Leaders in the Pharmaceutical Value Chain --<br/>8.3 Pharmaceutical Industry in China, India, and Brazil --<br/>8.3.1 Chinese Pharmaceutical Market --<br/>8.3.1.1 Players, Competition, and Capabilities in the Market --<br/>8.3.1.2 Key Institutional Changes and Innovation --<br/>8.3.2 Indian Pharmaceutical Market --<br/>8.3.2.1 Players, Competition, and Capabilities in the Market --<br/>8.3.2.2 Key Institutional Changes and Innovation --<br/>8.3.3 Brazilian Pharmaceutical Market --<br/>8.3.3.1 Players, Competition, and Capabilities in the Market --<br/>8.3.3.2 Key Institutional Changes and Innovation --<br/>8.4 Cases --<br/>8.4.1 Jiangsu Hengrui Medicine --<br/>8.4.2 Sun Pharma --<br/>8.4.3 Eurofarma --<br/>8.5 Conclusions --<br/>References --<br/>9 Reverse Innovation and the Role of Local Partners in Emerging Markets: The Experience of Foreign Subsidiaries in Brazil --<br/>9.1 Introduction --<br/>9.2 Reverse Innovation in EMs --<br/>9.3 Methodology --<br/>9.4 Results --<br/>9.5 Analysis of Results --<br/>9.6 Cases --<br/>9.6.1 Case 1: 3M Brazil and Natura --<br/>9.6.2 Case 2: Visa and Suplicy Cafés --<br/>9.6.3 Case 3: Orisol and Artecola --<br/>9.7 Conclusion --<br/>References. 10 Innovation Based on Value Co-creation through Employees at HCL Technologies --<br/>10.1 Introduction --<br/>10.2 The Value Co-creation Framework --<br/>10.3 Methods --<br/>10.4 HCL Technologies --<br/>10.4.1 The EFCS Management Philosophy --<br/>10.4.2 Employee Well-Being --<br/>10.4.3 Employee Empowerment --<br/>10.4.4 Innovation through Value Co-creation --<br/>10.5 Discussion and Conclusions --<br/>References --<br/>11 Frugal Innovation in Brazilian Multinationals --<br/>11.1 Introduction --<br/>11.2 Theoretical Background --<br/>11.2.1 Frugal Innovation --<br/>11.2.2 Aligning the Catch-up Strategy with Frugal Innovation --<br/>11.3 Method --<br/>11.4 Cases of Frugal Innovation in Brazilian Companies --<br/>11.4.1 Natura: Frugal Innovation Pulled by Sustainable Innovation Strategy --<br/>11.4.2 Nubank: Frugal Innovation Pulled by High Technology Catch-up Strategy --<br/>11.5 Survey of Brazilian Multinationals --<br/>11.6 Conclusion --<br/>Appendix --<br/>References --<br/>12 Innovation in War and Peace: How Colombian Conflict and Postconflict Triggered Military and Business Model Innovation --<br/>12.1 Introduction --<br/>12.2 The Colombian Conflict in Brief --<br/>12.3 Managerial Innovation in Warfare --<br/>12.4 Peacebuilding and Business Model Innovation --<br/>12.4.1 Bancolombia: Exploring Business Model Innovation --<br/>12.4.2 Crepes & --<br/>Waffles: Interdependency --<br/>12.4.3 Postobón and CSR --<br/>12.5 Conclusion and Implications --<br/>References --<br/>Part III Innovation Outcomes in Emerging Markets --<br/>13 Evaluating Outcomes of Innovation in Emerging Markets --<br/>13.1 Measuring Countries' Innovation Performance --<br/>13.2 Emerging Countries in the Global Innovation Index (GII) --<br/>13.3 Innovation Capabilities in Emerging Multinationals --<br/>13.4 Going Beyond Traditional Indicators in Emerging Markets --<br/>Appendix --<br/>References --<br/>Conclusions: Emerging Markets Becoming Innovation Leaders --<br/>Index.
650 ## - Subject
Subject	PHD
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type	Phd Economics

Holdings
Withdrawn status	Lost status	Source of classification or shelving scheme	Damaged status	Not for loan	Koha collection	Location (home branch)	Sublocation or collection (holding branch)	Shelving location	Date acquired	Source of acquisition	Cost, normal purchase price	Koha full call number	Barcode (Accession No.)	Koha date last seen	Copy Number	Price effective from	Koha item type
		Dewey Decimal Classification		Not For Loan	Reference	SXU PhD Library	SXU PhD Library	Reference Section	01/17/2022	Katha O Kahini	8899.00	R 338.064091724 CAH(INN)	457	01/20/2022	457	01/20/2022	Reference PhD Management