000			09913nam a22001937a 4500
005			20220120122842.0
008			220120b |||||||| |||| 00| 0 eng d
020			_a9781108486866 _c8899
040			_aS.X.U.K
041			_aEnglish
082			_a338.064091724 _bCAH(INN)
100			_aCahen, Fernanda Ribeiro
245			_aInnovation from Emerging Markets _b: from copycats to leaders _cby Fernanda Ribeiro. Cahen
260			_aNY _bCambridge _c2021
300			_a388 p.
500			_aCover -- 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. 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. 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. 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. 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.
650			_aPHD
942			_cPHD ECO
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