Skip to main content Accessibility help
×
Hostname: page-component-76fb5796d-skm99 Total loading time: 0 Render date: 2024-04-28T14:50:08.861Z Has data issue: false hasContentIssue false

Part II - Types of Innovation in Emerging Markets

Published online by Cambridge University Press:  15 March 2021

Fernanda Cahen
Affiliation:
Centro Universitario FEI, Brazil
Lourdes Casanova
Affiliation:
Cornell University, New York
Anne Miroux
Affiliation:
Cornell University, New York
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Innovation from Emerging Markets
From Copycats to Leaders
, pp. 183 - 348
Publisher: Cambridge University Press
Print publication year: 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

References

Asakawa, K. (2001). Organizational tension in international R&D management: The case of Japanese firms. Research Policy, 30(5), 735757.Google Scholar
Athreye, S., & Kapur, S. (2009). Introduction: The internationalization of Chinese and Indian firms – trends, motivations and strategy. Industrial and Corporate Change, 18(2), 209221.Google Scholar
Awate, S., Larsen, M., & Mudambi, R. (2012). EMNE catch-up strategies in the wind turbine industry: Is there a trade-off between output and innovation capabilities? Global Strategy Journal, 2(3), 205223.Google Scholar
Bell, M., & Pavitt, K. (1995). The development of technological capabilities. In ul Haque, I. (Ed.), Trade, technology and international competitiveness (pp. 69101). Washington, DC: World Bank.Google Scholar
Bruche, G., & Hong, Y. (2016). Resource acquisition, internationalization, and the catch-up path of Chinese construction machinery champions – The case of Sany, XCMG, and Zoomlion. Frontiers of Business Research in China, 10(2), 290323.Google Scholar
Cantwell, J., & Zhang, Y. (2006). Why is R&D internationalization in Japanese firms so low? A path-dependent explanation. Asian Business Management, 5(2), 249269.CrossRefGoogle Scholar
Chen, J., Zhao, X., & Tong, L. (2011). China’s R&D internationalization and reform of science and technology system. Journal of Science and Technology Policy in China, 2(2), 100121.Google Scholar
Cheney, C. (2019). China’s Digital Silk Road: Strategic technological competition and exporting political illiberalism. Issues & Insights, 19, Working Paper 8. Honolulu: Pacific Forum.Google Scholar
Child, J., & Rodrigues, S. B. (2005). The internationalization of Chinese firms: A case for theoretical extension? Management and Organization Review, 1(3), 381410.Google Scholar
Das, M., & N’Diaye, P. (2013). Chronicle of a decline foretold: Has China reached the Lewis turning point? (IMF Working Paper. WP/13/26). Retrieved September 2019, from www.imf.org/external/pubs/ft/wp/2013/wp1326.pdf.Google Scholar
Dawar, N., & Yuan, P. (2000). Midea: Globalization challenge for a leading Chinese home appliance manufacturer. Ivey Case Study # 9B00A031.Google Scholar
Deng, P. (2012). The Internationalization of Chinese firms: A critical review and future research. International Journal of Management Reviews, 14, 408427.CrossRefGoogle Scholar
Di Minin, A., Quan, X., & Zhang, J. (2017). A comparison of international R&D strategies of Chinese companies in Europe and the USA. International Journal of Technology Management, 74(1–4), 185213.CrossRefGoogle Scholar
Di Minin, A., Zhang, J., & Gammeltoft, P. (2012). Chinese foreign direct investment in R&D in Europe: A new model of R&D internationalization. European Management Journal, 30(3), 189203.Google Scholar
Dunning, J. H., Kim, C., & Park, D. (2008). Old wine in new bottles: A comparison of emerging-market TNCs today and developed-country TNCs thirty years ago. In Sauvant, K. P. (Ed.), The rise of transnational corporations from emerging markets: Threat or opportunity? (pp. 158180). Cheltenham: Edward Elgar.Google Scholar
Duysters, G., Jacobs, J., Lemmens, C., & Yu, J. (2009). Internationalization and technological catching up of emerging multinationals: A case study of China’s Haier Group. Industrial and Corporate Change, 18(2), 325349.Google Scholar
Economy, E. C. (2018, May/June). China’s new revolution: The reign of Xi Jinping. Foreign Affairs, 97(3), 60.Google Scholar
Ernst, D. (2008). Asia’s “upgrading through innovation” strategies and global innovation networks: An extension of Sanjaya Lall’s research agenda. Transnational Corporations, 17(3), 3157.Google Scholar
Ervits, I. (2018). Geography of corporate innovation. Multinational Business Review, 26(1), 2549.Google Scholar
Ester, R. M., Assimakopoulos, D., von Zedtwitz, M., & Yu, X. B. (2010). Global R&D organization and the development of dynamic capabilities: Literature review and case study of a Chinese high-tech firm. Journal of Knowledge-Based Innovation in China, 2(1), 2545.Google Scholar
European Commission. (2019), Foreign direct investment in the EU, commission staff working document SWD (2019) 108 final. Brussels: European Commission.Google Scholar
European Parliament. (2019). Regulation (EU) 2019/452 of the European Parliament and of the Council of 19 March 2019 establishing a framework for the screening of foreign direct investments into the Union. Retrieved September 2019, from https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:32019R0452.Google Scholar
Fan, P. (2011). Innovation, globalization and catch-up of latecomers: Cases of Chinese telecom firms. Environment and Planning A, 43(4), 830849.CrossRefGoogle Scholar
Fannin, R. (2019, January 14). China rises to 38% of global venture spending in 2018, nears US levels. Forbes.Google Scholar
Feng, T. (2019). Standard setting and institutional building for international infrastructure. In Fang, C. & Nolan, P. (Eds.), Routledge Handbook of the Belt and Road (pp. 341345). London: Routledge.Google Scholar
Fischer, W. A. (2000). Building market chains at Haier. IMD Case Study GM 939.Google Scholar
Fu, X., Hou, J., & Liu, X. (2018). Unpacking the relationship between outward direct investment and innovation performance: Evidence from Chinese firms. World Development, 102, 111123.CrossRefGoogle Scholar
Fu, X., Pietrobelli, C., & Soete, L. (2011). The role of foreign technology and indigenous innovation in the emerging economies: Technological change and catching-up. World Development, 39(7), 12041212.Google Scholar
Gammeltoft, P. (2008). Emerging multinationals: Outward FDI from the BRICS countries. International Journal of Technology and Globalisation, 4(1), 522.Google Scholar
Gammeltoft, P., & Kokko, A. (2013). Outward foreign direct investment from emerging economies and national development strategies: Three regimes. International Journal of Technological Learning, Innovation and Development, 6(1–2), 120.Google Scholar
Gassmann, O., & von Zedtwitz, M. (1999). New concepts and trends in international R&D organization. Research Policy, 28(2–3), 231250.CrossRefGoogle Scholar
Gu, L., & Reed, W. R. (2013). Chinese overseas M&A performance and the Go Global policy. Economics of Transition, 21(1), 157192.Google Scholar
Gu, S., Lundvall, B. A., Liu, J., Malerba, F., & Schwaag Serger, S. (2009). China’s system and vision of innovation: An analysis in relation to the strategic adjustment and the medium- to long-term S&T development plan (2006–2020). Industry and Innovation, 16(4–5), 369388.CrossRefGoogle Scholar
Guernigou, Y. L., & Thomas, L. (2017, February 14). France, Germany, Italy urge rethink of foreign investment in EU. Reuters. Retrieved September 2019, from http://uk.reuters.com/article/uk-eu-trade-france/france-germany-italy-urge-rethink-of-foreign-investment-in-eu-idUKKBN15T1ND.Google Scholar
Hanemann, T., Huotari, M., & Kratz, A. (2019, March). Chinese FDI in Europe: 2018 trends and impact of new screening policies. New York: Rhodium Group.Google Scholar
Hanemann, T., Rosen, D. H., Gao, C., & Lysenko, A. (2019). Two-way street: 2019 update. US–China investment trends. A report by the US–China investment project. New York: Rhodium Group.Google Scholar
He, S., Fallon, G., Zaheer, K., Lew, Y. K., Kim, K.-H., & Ping, W. (2017). Towards a new wave in internationalization of innovation? The rise of China’s innovative MNEs, strategic coupling and global economic organization. Canadian Journal of Administrative Sciences, 34(4), 343355.Google Scholar
Jackson, J. K. (2019). The Committee on Foreign Investment in the United States (CFIUS). Congressional Research Service. Retreived September 2019, from https://crsreports.congress.gov/product/pdf/RL/RL33388.Google Scholar
Jiang, M. S., Branzei, O., & Xia, J. (2016). DIY: How internationalization shifts the locus of indigenous innovation for Chinese firms. Journal of World Business, 51(5), 662674.CrossRefGoogle Scholar
Jiang, S. (2013, February 25). Chinese investment in the EU: A win-win game – A view from China. Brussels: European Policy Centre. Retrieved September 2, 2019, from www.epc.eu/documents/uploads/pub_3344_chinese_investment_in_the_eu.pdf.Google Scholar
Lall, S. (1996). Learning from the Asian Tigers: Studies in technology and industrial policy. London: Macmillan.Google Scholar
Lee, K., & Li, S. (2014). Possibility of a middle-income trap in China: Assessment in terms of the literature in innovation, big business and inequality. Frontier of Economics in China, 9, 370397.Google Scholar
Li, J., & Kozhikode, R. K. (2009). Developing new innovation models: Shifts in the innovation landscapes in emerging economies and implications for global R & D management. Journal of International Management, 15(3), 328339.Google Scholar
Li, L., & Liu, X. (2019, May 20). Belt and Road drawing more international students to Chinese universities. Global Times.Google Scholar
Liu, H., & Li, K. (2002). Strategic implications of emerging Chinese multinationals: The Haier case study. European Management Journal, 20(6), 699706.CrossRefGoogle Scholar
Liu, X., & Cheng, P. (2011). Is China’s indigenous innovation strategy compatible with globalization? Policy Studies, 61, Honolulu: East West Center.Google Scholar
Luo, Y., & Tung, R. (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4), 481498.Google Scholar
Luo, Y., Xue, Q., & Han, B. (2010). How emerging market governments promote outward FDI: Experience from China. Journal of World Business, 45(1), 6879.Google Scholar
Mathews, J. A. (2006). Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23(1), 527.Google Scholar
Ministry of Foreign Affairs. (2019). Chairman Mao Zedong’s theory on the division of the three world and the strategy of forming an alliance against an opponent. Ministry of Foreign Affairs of the People’s Republic of China. Retrieved September 6, 2019, from www.fmprc.gov.cn/mfa_eng/ziliao_665539/3602_665543/3604_665547/t18008.shtml.Google Scholar
NDRC. (2015a, March 28). Vision and actions on jointly building Silk Road Economic Belt and 21st-century Maritime Silk Road. National Development and Reform Commission. Retrieved September 16, 2019, from http://en.ndrc.gov.cn/newsrelease/201503/t20150330_669367.htm.Google Scholar
NDRC. (2015b, October 22). Action plan for harmonisation of standards along the Belt and Road (2015–2017). National Development and Reform Commission. Retrieved October 24, 2019, from www.yidaiyilu.gov.cn/wcm.files/upload/CMSydylgw/201702/201702150616033.pdf.Google Scholar
Prange, C., & Bruyaka, O. (2016). Better at home, abroad, or both? How Chinese firms use ambidextrous internationalization strategies to drive innovation. Cross Cultural & Strategic Management, 23(2), 306339.Google Scholar
Ra, S., & Li, Z. (2018). Closing the financing gap in Asian infrastructure. ADB South Asia Working Paper Series No. 57, Manila: Asian Development Bank.Google Scholar
Rose, P. (2018). FIRRMA and national security. Ohio State Public Law Working Paper No. 452. Columbus: The Ohio State University.Google Scholar
State Council. (2006a). The national medium- and long-term program for science and technology development (2006–2020): An outline. Retrieved September 3, 2019, from www.itu.int/en/ITU-D/Cybersecurity/Documents/National_Strategies_Repository/China_2006.pdf.Google Scholar
State Council. (2006b). Better implement the “going out” strategy. Retrieved September 2, 2019, from www.gov.cn/node_11140/2006-03/15/content_227686.htm (in Chinese).Google Scholar
State Council. (2006c). The General Office of the State Council forwarded the notice of the Ministry of Foreign Trade and Economic Cooperation, the State Economic and Trade Commission and the Ministry of Finance on encouraging enterprises to carry out overseas processing and assembly operations. Retrieved September 2, 2019, from www.gov.cn/fwxx/bw/swb/content_449812.htm (in Chinese).Google Scholar
State Council. (2015, May 8). Made in China 2025. Retrieved August 23, 2018, from www.gov.cn/zhengce/content/2015-05/19/content_9784.htm, English translation: www.cittadellascienza.it/cina/wp-content/uploads/2017/02/IoT-ONE-Made-in-China-2025.pdf.Google Scholar
Suttmeier, R. P., Cao, C., & Simon, D. F. (2006, Summer). China’s innovation challenge and the remaking of the Chinese Academy of Sciences. Innovations: Technology, Governance, Globalization, 7897.Google Scholar
UNCTAD. (2006). World Investment Report 2006 – FDI from developing and transition economies: Implications for development. New York: United Nations.Google Scholar
von Zedtwitz, M. (2005). International R&D strategies of TNCs from developing countries: The case of China. In UNCTAD (Ed.), Globalization of R&D and developing countries (pp. 117140). New York: United Nations.Google Scholar
von Zedtwitz, M. (2008). Huawei: Globalization through innovation. In Boutellier, R., Gassmann, O., & von Zedtwitz, M. (Eds.), Managing Global Innovation (3rd ed., pp. 507522). Heidelberg: Springer.Google Scholar
von Zedtwitz, M., & Gassmann, O. (2002). Market versus technology drive in R&D internationalization: Four different patterns of managing research and development. Research Policy, 31(4), 569588.CrossRefGoogle Scholar
Wang, S. (2012). Chinese socialism 3.0. In Leonard, M. (Ed.), China 3.0 (pp. 6067). London: European Council on Foreign Relations.Google Scholar
Wang, Y., Xie, W., Li, J., & Liu, C. (2018). What factors determine the subsidiary mode of overseas R&D by developing‐country MNEs? Empirical evidence from Chinese subsidiaries abroad. R&D Management, 48, 253265.Google Scholar
Wu, J., Wang, C., Hong, J., Piperopoulos, P., & Zhuo, S. (2016). Internationalization and innovation performance of emerging market enterprises: The role of host-country institutional development. Journal of World Business, 51(2), 251263.Google Scholar
Wübbeke, J., Meissner, M., Zenglein, M. J., Ives, J., & Conrad, B. (2016). Made in China 2025: The making of a high-tech superpower and consequences for industrial countries. Papers on China No. 2. Berlin: Mercator Institute for China Studies.Google Scholar
Yamakawa, Y., Peng, M. W., & Deeds, D. L. (2008). What drives new ventures to internationalize from emerging to developed economies? Entrepreneurship Theory and Practice, 32(1), 5982.Google Scholar
Zhang, K. H. (2009). Rise of Chinese multinational firms. The Chinese Economy, 42(6), 8196.Google Scholar

References

Bartlett, C. A., & Ghoshal, S. (2000). Going global: Lessons from late movers. Reading, 1(3), 7584.Google Scholar
Bhagavatula, S., Mudambi, R., & Murmann, J. P. (2019). Innovation and entrepreneurship in India: An overview. Management and Organization Review, 15(3), 467493.CrossRefGoogle Scholar
Brandl, K., Mudambi, R., & Scalera, V. G. (2015). The spectacular rise of the Indian pharmaceutical industry. Entrepreneur & Innovation Exchange. Retrieved November 2019, from https://eiexchange.com/content/111-the-spectacular-rise-of-the-indian-pharmaceutical-industry.Google Scholar
Cahen, F., & Oliveira, M. M., Jr. (2017). Brazilian multinationals, moving ahead. In Casanova, L. & Miroux, A. (Eds.), Emerging multinationals in a changing world. Emerging Market Multinationals Report (EMR) (pp. 90111). Retrieved November 2019, from www.johnson.cornell.edu/Portals/32/EMI percent20Docu/EMR/Emerging percent20Multinationals percent20in percent20a percent20Changing percent20World.pdf.Google Scholar
Caliari, T., & Ruiz, R. M. (2013). Brazilian pharmaceutical industry and generic drugs policy: Impacts on structure and innovation and recent developments. Science and Public Policy, 41(2), 245256.Google Scholar
Choudhury, P., & Khanna, T. (2014). Toward resource independence: Why state-owned entities become multinationals: An empirical study of India‘s public R&D laboratoriesJournal of International Business Studies45(8), 943960.Google Scholar
Dutta, S., Lanvin, B., & Wunsch-Vincent, S. (Eds.). (2019). Global innovation index 2019: Creating healthy lives – the future of medical innovation. Ithaca, Fontainebleau, and Geneva: Cornell, INSEAD, and WIPO.Google Scholar
Eurofarma. (2016, 2019). Annual Reports. Retrieved November 2019, from www.eurofarma.com.br/relatorio-anual/.Google Scholar
European Innovation Scoreboard. (2019). Retrieved November 2019, from: https://interactivetool.eu/EIS/EIS_2.html.Google Scholar
Fonseca, E. M. (2018). How can a policy foster local pharmaceutical production and still protect public health? Lessons from the health–industry complex in Brazil. Global Public Health, 13(4), 489502.Google Scholar
Forbes. (2019). Global 2000 – The world’s largest public companies. Retrieved November 2019, from www.forbes.com/global2000/#5603c1ae335d.Google Scholar
Fortune. (2019). Jiangsu Hengrui Medicine. Retrieved November 2019, from https://fortune.com/future-50/2019/jiangsu-hengrui-medicine/.Google Scholar
Gassmann, O., Schuhmacher, A., von Zedtwitz, M., & Reepmeyer, G. (2018). Leading pharmaceutical innovation: How to win the life science race. Cham, CH: Springer.Google Scholar
Ghemawat, P., & Kothavala, K. (1996). Repositioning Ranbaxy. Case Study N9-796-181. Cambridge, MA: Harvard Business School.Google Scholar
Guennif, S., & Ramani, S. V. (2012). Explaining divergence in catching-up in pharma between India and Brazil using the NSI framework. Research Policy, 41(2), 430441.CrossRefGoogle Scholar
IBEF – India Brand Equity Foundation. (2019). Indian pharmaceutical industry. Retrieved November 2019, from www.ibef.org/industry/pharmaceutical-india.aspx.Google Scholar
IMS Health. (2014). Pharmerging markets – picking a pathway to success [White Paper]. Retrieved November 2019, from www.pharmatalents.es/assets/files/Pharmerging_white_paper_06_2013.pdf.Google Scholar
IPA – Indian Pharmaceutical Association. (2019). The Indian pharmaceutical industry – the way forward. Retrieved November 2019, from www.ipa-india.org/static-files/pdf/publications/position-papers/2019/ipa-way-forward.pdf.Google Scholar
IQVIA. (2019, October 21). Growth perspectives for the Pharma market. IQVIA Market Prognosis Team. Retrieved November 2019, from www.iqvia.com/blogs/2019/10/growth-perspectives-for-the-pharma-market.Google Scholar
Jiangsu Hengrui Medicine. (2019). Company profile. Retrieved November 2019, from www.hrs.com.cn/hren/About_hr_company.html.Google Scholar
Kale, D., & Little, S. (2007). From imitation to innovation: The evolution of R&D capabilities and learning processes in the Indian pharmaceutical industry. Technology Analysis & Strategic Management, 19(5), 589609.CrossRefGoogle Scholar
Krishnan, R. T., & Prashantham, S. (2019). Innovation in and from India: The who, where, what, and when. Global Strategy Journal, 9(3), 357377.Google Scholar
Lorenzetti, L. (2015). Why drug companies are betting big on “pharmerging” countries. Retrieved November 2019, from https://fortune.com/2015/08/14/drug-companies-pharmerging-countries/.Google Scholar
Luo, Y., Sun, J., & Wang, S. L. (2011). Emerging economy copycats: Capability, environment, and strategy. The Academy of Management Perspectives, 25(2), 3756.Google Scholar
Malerba, F., & Orsenigo, L. (2002). Innovation and market structure in the dynamics of the pharmaceutical industry and biotechnology: Towards a history‐friendly model. Industrial and Corporate Change, 11(4), 667703.Google Scholar
Munos, B. (2009). Lessons from 60 years of pharmaceutical innovation. Nature Reviews, 8(12), 959968.Google Scholar
Perri, A., Scalera, V. G., & Mudambi, R. (2017). What are the most promising conduits for foreign knowledge inflows? Innovation networks in the Chinese pharmaceutical industry. Industrial and Corporate Change, 26(2), 333355.Google Scholar
Pharmexcil Report. (2019). 15th Annual Report, 2018–2019. Retrieved November 2019, from https://pharmexcil.com/uploadfile/ufiles/AnnualReport05092019.pdf.Google Scholar
Prud’homme, D., & von Zedtwitz, M. (2018). The changing face of innovation in China. MIT Sloan Management Review, 59(4), 2432.Google Scholar
PwC. (2019, April). M&A 2018 review for China pharmaceutical and medical device sectors. Retrieved November 2019, from www.pwccn.com/en/industries/pharmaceuticals-and-life-sciences/publications/ma-2018-review-for-china-pharmaceutical-and-medical-device-sector.html.Google Scholar
Ramachandran, J., Manukonda, S., & Awate, K. (2016). Ranbaxy Laboratories Limited: Changing aspirations. Teaching Case. Harvard Business Publishing Education. Retrieved November 2019, from https://hbsp.harvard.edu/product/IMB601-PDF-ENG.Google Scholar
Sahasranamam, S., Rentala, S., & Rose, E. (2019). Knowledge sources and international business activity in a changing innovation ecosystem: A study of the Indian pharmaceutical industry. Management and Organization Review, 15(3), 595614.Google Scholar
Scannell, J. W., Blanckley, A., Boldon, H., & Warrington, B. (2012). Diagnosing the decline in pharmaceutical R&D efficiency. Nature Reviews, 11(3), 191200.Google Scholar
Sindusfarma. (2018). Profile of the pharmaceutical industry in Brazil and relevant sector aspects. São Paulo. Retrieved November 2019, from https://sindusfarma.org.br/Perfil-IF2018--20-07-INGLES.pdf.Google Scholar
Sun Pharmaceutical Industries Ltd. (2019). Annual Report 2018–2019. Specialty in Progress. Retrieved November 2019, from www.sunpharma.com/sites/default/files/annual/Complete percent20Annual percent20Report.pdf.Google Scholar
Tremblay, J. F. (2017). For Chinese drugmaker Hengrui, R&D plans pan out – Ambitious program to launch innovative drugs starts to pay off for generics producer. Chemical & Engineering News, 95(29), 2425. Retrieved November 2019, from https://cen.acs.org/articles/95/i29/Chinese-drugmaker-Hengrui-RD-plans.html.Google Scholar
von Zedtwitz, M., & Gassmann, O. (2016). Global corporate R&D to and from emerging countries. In Dutta, S., Lanvin, B., & Wunsch-Vincent, S. (Eds.), The Global Innovation Index 2016 (pp. 125131). Ithaca, NY: Cornell University.Google Scholar

References

Agnihotri, A. (2014). Mass-media-based corporate reputation and firms’ market valuation – Evidence from emerging marketsCorporate Reputation Review17(3), 206218.CrossRefGoogle Scholar
Akın, M. (2011). Predicting preferences of university students for prepaid vs post paid cell phone service plansExpert Systems with Applications38(8), 92079210.Google Scholar
Andersson, U., & Forsgren, M. (2000). In search of centre of excellence: Network embeddedness and subsidiary roles in multinational corporationsMIR: Management International Review, 329350.Google Scholar
Andersson, U., Forsgren, M., & Holm, U. (2001). Subsidiary embeddedness and competence development in MNCs: A multi-level analysisOrganization Studies22(6), 10131034.Google Scholar
Andersson, U., Forsgren, M., & Holm, U. (2002). The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporationStrategic Management Journal23(11), 979996.Google Scholar
Andersson, U., Holm, D. B., & Johanson, M. (2005). Opportunities, relational embeddedness and network structure. In Ghauri, P. N., Hadjikhani, A., & Johanson, J. (Eds.), Managing opportunity development in business networks (pp. 2748). London: Palgrave Macmillan.Google Scholar
Birkinshaw, J., & Hood, N. (1998). Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companiesAcademy of Management Review23(4), 773795.Google Scholar
Buckley, P. J., & Tian, X. (2017). Internalization theory and the performance of emerging-market multinational enterprisesInternational Business Review, 26(5), 976990.Google Scholar
Caputo, V. (2018). Suplicy Cafés lança app para "furar fila" que permitirá loja sem atendente. Retrieved September 2019, from https://epocanegocios.globo.com/Tecnologia/noticia/2018/07/suplicy-cafes-lanca-app-para-furar-fila-que-permitira-loja-sem-atendente.html.Google Scholar
Casanova, L., Golstein, A., Almeida, A., Fraser, M., Molina, R., Hoeber, H., & Arruda, C. (2009). From multilatinas to global Latinas: The New Latin American multinationals. Washington, DC: Inter-American Development Bank.Google Scholar
Casanova, L., & Kassum, J. (2013). Brazilian emerging multinationals: In search of a second wind. SSRN Electronic Journal, 10.2139/ssrn.2712662.Google Scholar
Chang, M. L., Cheng, C. F., & Wu, W. Y. (2012). How buyer-seller relationship quality influences adaptation and innovation by foreign MNCs’ subsidiariesIndustrial Marketing Management41(7), 10471057.Google Scholar
Delios, A., & Henisz, W. I. (2000). Japanese firms’ investment strategies in emerging economiesAcademy of Management Journal43(3), 305323.CrossRefGoogle Scholar
Dutta, S., Lanvin, B., & Wunsch-Vincent, S. (Eds.). (2019). Global innovation index 2019: Creating healthy lives – the future of medical innovation. Ithaca, Fontainebleau, and Geneva: Cornell, INSEAD, and WIPO.Google Scholar
Ernst, H., Kahle, H. N., Dubiel, A., Prabhu, J., & Subramaniam, M. (2015). The antecedents and consequences of affordable value innovations for emerging marketsJournal of Product Innovation Management, 32(1), 6579.Google Scholar
Ferraris, A. (2014). Rethinking the literature on “multiple embeddedness” and subsidiary-specific advantagesMultinational Business Review, 22(1), 1533.Google Scholar
Govindarajan, V., & Euchner, J. (2012). Reverse innovationResearch-Technology Management55(6), 1317.Google Scholar
Govindarajan, V., & Ramamurti, R. (2011). Reverse innovation, emerging markets, and global strategyGlobal Strategy Journal1(3–4), 191205.Google Scholar
Govindarajan, V., & Ramamurti, R. (2014). Reverse innovation, emerging markets, and global strategyIEEE Engineering Management Review, 42, 7979.Google Scholar
Granovetter, M. (1985). Economic action and social structure: The problem of embeddednessAmerican Journal of Sociology91(3), 481510.Google Scholar
Hallin, C., Holm, U., & Sharma, D. D. (2011). Embeddedness of innovation receivers in the multinational corporation: Effects on business performance. International Business Review20(3), 362373.Google Scholar
Hitt, M. A., Dacin, M. T., Levitas, E., Arregle, J. L., & Borza, A. (2000). Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectivesAcademy of Management Journal, 43(3), 449467.Google Scholar
Huang, C., & Sharif, N. (2015). Global technology leadership: The case of ChinaScience and Public Policy43(1), 6273.Google Scholar
Iammarino, S., Padilla-Pérez, R., & von Tunzelmann, N. (2008). Technological capabilities and global–local interactions: The electronics industry in two Mexican regions. World Development, 36(10), 19802003.Google Scholar
Immelt, J. R., Govindarajan, V., & Trimble, C. (2009). How GE is disrupting itselfHarvard Business Review87(10), 5665.Google Scholar
Inkpen, A. C., & Tsang, E. W. (2005). Social capital, networks, and knowledge transferAcademy of Management Review30(1), 146165.Google Scholar
Isaac, V. R., Borini, F. M., Raziq, M. M., & Benito, G. R. (2019). From local to global innovation: The role of subsidiaries’ external relational embeddedness in an emerging marketInternational Business Review28(4), 638646.Google Scholar
Iyer, G. R., LaPlaca, P. J., & Sharma, A. (2006). Innovation and new product introductions in emerging markets: Strategic recommendations for the Indian marketIndustrial Marketing Management35(3), 373382.Google Scholar
Javorcik, B. S., & Wei, S. J. (2009). Corruption and cross-border investment in emerging markets: Firm-level evidenceJournal of International Money and Finance, 28(4), 605624.Google Scholar
Khanna, T., Palepu, K. G., & Sinha, J. (2005). Strategies that fit emerging markets. Harvard Business Review83(6), 419.Google Scholar
Kingshott, R. P. (2006). The impact of psychological contracts upon trust and commitment within supplier–buyer relationships: A social exchange view. Industrial Marketing Management35(6), 724739.Google Scholar
Kostova, T., & Marano, V. (2019). Institutional theory perspectives on emerging markets. In Grosse, R. & Meyer, K. E. (Eds.),The Oxford Handbook of Management in Emerging Markets (pp. 99126). Oxford: Oxford University Press.Google Scholar
Kostova, T., Marano, V., & Tallman, S. (2016). Headquarters–subsidiary relationships in MNCs: Fifty years of evolving researchJournal of World Business, 51(1), 176184.Google Scholar
Kumar, N., & Puranam, P. (2012). Frugal engineering: An emerging innovation paradigmIvey Business Journal76(2), 1416.Google Scholar
Liu, Y. (2011). High-tech ventures’ innovation and influences of institutional voids: A comparative study of two high-tech parks in ChinaJournal of Chinese Entrepreneurship3(2), 112133.Google Scholar
London, T., & Hart, S. L. (2004). Reinventing strategies for emerging markets: Beyond the transnational modelJournal of International Business Studies, 35(5), 350370.Google Scholar
Manning, S. (2008). Customizing clusters: On the role of Western multinational corporations in the formation of science and engineering clusters in emerging economiesEconomic Development Quarterly22(4), 316323.Google Scholar
Meyer, K. E., & Estrin, S. (2014). Local context and global strategy: Extending the integration responsiveness framework to subsidiary strategy. Global Strategy Journal, 4(1), 119.Google Scholar
Moe, C. L., & Rheingans, R. D. (2006). Global challenges in water, sanitation and healthJournal of Water and Health4(S1), 4157.Google Scholar
Mudambi, R., Mudambi, S. M., & Navarra, P. (2007). Global innovation in MNCs: The effects of subsidiary self‐determination and teamworkJournal of Product Innovation Management24(5), 442455.Google Scholar
Najafi-Tavani, Z., Zaefarian, G., Naudé, P., & Giroud, A. (2015). Reverse knowledge transfer and subsidiary powerIndustrial Marketing Management48, 103110.Google Scholar
Nooteboom, B. (2013). Trust and innovation. In Bachmann, R. & Zaheer, A. (Eds.), Handbook of advances in trust research (pp. 106122). Cheltenham: Edward Elgar.Google Scholar
Peng, M. W., Wang, D. Y., & Jiang, Y. (2008). An institution-based view of international business strategy: A focus on emerging economiesJournal of International Business Studies39(5), 920936.Google Scholar
Prabhu, G. N., & Gupta, S. (2014, July). Heuristics of frugal service innovations. In Proceedings of PICMET’14 Conference: Portland International Center for Management of Engineering and Technology; Infrastructure and Service Integration (pp. 33093312). Piscataway, NJ: IEEE.Google Scholar
Prabhu, J., & Jain, S. (2015). Innovation and entrepreneurship in India: Understanding jugaadAsia Pacific Journal of Management32(4), 843868.Google Scholar
Prahalad, C. K. (2012). Bottom of the pyramid as a source of breakthrough innovationsJournal of Product Innovation Management29(1), 612.Google Scholar
Radjou, N., & Prabhu, J. (2014). What frugal innovators do. Harvard Business Review, 10.Google Scholar
Radjou, N., Prabhu, J., & Ahuja, S. (2012). Jugaad innovation: Think frugal, be flexible, generate breakthrough growth. San Francisco, CA: Jossey-Bass.Google Scholar
Rottig, D. (2016). Institutions and emerging markets: Effects and implications for multinational corporationsInternational Journal of Emerging Markets11(1), 217.Google Scholar
Shan, J., & Khan, M. (2016). Implications of reverse innovation for socio-economic sustainability: A case study of Philips ChinaSustainability8(6), 530.Google Scholar
Solução Multipack 3M. (n.d.). Retrieved September 2019, from www.3m.com/intl/br/mkt/3M_Magazine/2014/julho/revista/assets/basic-html/page2.html.Google Scholar
Soni, P., & Krishnan, R. T. (2014). Frugal innovation: Aligning theory, practice, and public policyJournal of Indian Business Research6(1), 2947.Google Scholar
Talaga, P. (2010). Opinion: The future of pharmaceutical R&D: Somewhere between open and reverse innovation? Future Medicinal Chemistry2(9), 13991403.Google Scholar
Verbeke, A., & Yuan, W. (2005). Subsidiary autonomous activities in multinational enterprises: A transaction cost perspectiveMIR: Management International Review, 31–52.Google Scholar
Vernon, R. (1966). International trade and international investment in the product cycleQuarterly Journal of Economics80(2), 190207.Google Scholar
Vernon, R. (1979). The product cycle hypothesis in a new international environmentOxford Bulletin of Economics and Statistics41(4), 255267.Google Scholar
Visa. (2018). Suplicy Cafés lança solução de pedido e pagamento por aplicativo. Retrieved September 2019, from www.visa.com.br/sobre-a-visa/noticias-visa/nova-sala-de-imprensa/suplicy-cafes-especiais-lanca-solucao-de-pedido-e-pagamento-por-aplicativo.html.Google Scholar
von Zedtwitz, M., Corsi, S., Søberg, P. V., & Frega, R. (2015). A typology of reverse innovationJournal of Product Innovation Management32(1), 1228.Google Scholar
von Zedtwitz, M., Friesike, S., & Gassmann, O. (2014). Managing R&D and new product development. In Dodgson, M., Gann, D. M., & Phillips, N. (Eds.), The Oxford Handbook of Innovation Management (pp. 530547). Oxford: Oxford University Press.Google Scholar
von Zedtwitz, M., Gassmann, O., & Boutellier, R. (2004). Organizing global R&D: challenges and dilemmas. Journal of International Management, 10(1), 2149.Google Scholar
Winterhalter, S., Zeschky, M. B., Neumann, L., & Gassmann, O. (2017). Business models for frugal innovation in emerging markets: The case of the medical device and laboratory equipment industryTechnovation66, 313.Google Scholar
Yim, O., & Ramdeen, K. T. (2015). Hierarchical cluster analysis: Comparison of three linkage measures and application to psychological dataThe Quantitative Methods for Psychology11(1), 821.Google Scholar
Zeschky, M., Widenmayer, B., & Gassmann, O. (2011). Frugal innovation in emerging marketsResearch-Technology Management54(4), 3845.Google Scholar

References

Birkinshaw, J., Foss, N. J., & Lindenberg, S. (2014). Combining purpose with profits. MIT Sloan Management Review, 55(3), 4956.Google Scholar
GRI. (2019a). About us. Retrieved October 8, 2019, from www.globalreporting.org/information/about-gri/Pages/default.aspx.Google Scholar
GRI. (2019b). GRI and sustainability reporting. Retrieved October 8, 2019, from www.globalreporting.org/information/sustainability-reporting/Pages/gri-standards.aspx.Google Scholar
Gummesson, E., Mele, C., Polese, F., Galvagno, M., & Dalli, D. (2014). Theory of value co-creation: A systematic literature review. Managing Service Quality, 24(6), 643683.Google Scholar
HCL Technologies. (2019). HCL Technologies Worldwide, Overview. Retrieved November 10, 2019, from www.HCLTechnologiesech.com/geo-presence#hcl_worldwide.Google Scholar
Kaur, S., Raman, A. V., & Singhania, M. (2014). Human resource accounting disclosure practices in Indian companies. Vision, 18(3), 217235.Google Scholar
Marquis, C., & Qian, C. (2013). Corporate social responsibility reporting in China: Symbol or substance? Organization Science, 25(1), 127148.Google Scholar
National Stock Exchange of India Ltd (NSE). (2019). Business Responsibility Reporting in India: Disclosures and Practices. Retrieved October 9, 2019, from www.nseindia.com/education/content/reports/brr_report.htm.Google Scholar
Nayar, V. (2010, June 18). Employees first, customers second. The Financial Times Limited. Retrieved August 25, 2019, from www.ft.com/content/d2d23ab6-7ac2-11df-8549-00144feabdc0.Google Scholar
Pless, N. M., Maak, T., & Harris, H. (2017). Art, ethics and the promotion of human dignity. Journal of Business Ethics, 144(2), 223232.Google Scholar
Prahalad, C. K., & Ramaswamy, V. (2004). Co-creating unique value with customers. Strategy & Leadership, 32(3), 49.Google Scholar
Ramaswamy, V. (2008). Co-creating value through customers’ experiences: The Nike case. Strategy & Leadership, 36(5), 914.CrossRefGoogle Scholar
Saarijärvi, H., Kannan, P. K., & Kuusela, H. (2013). Value co-creation: Theoretical approaches and practical implications. European Business Review, 25(1), 619.Google Scholar
Sanyal, M. K., & Biswas, S. B. (2014). Employee motivation from performance appraisal implications: Test of a theory in the software industry in West Bengal (India). Procedia Economics and Finance, 11, 182196.Google Scholar
Sinha, V., & Thaly, P. (2013). A review on changing trend of recruitment practice to enhance the quality of hiring in global organizations. Management: Journal of Contemporary Management Issues, 18(2), 141156.Google Scholar
Vuontisjärvi, T. (2006). Corporate social reporting in the European context and human resource disclosures: An analysis of Finnish companies. Journal of Business Ethics, 69(4), 331354.Google Scholar

References

Adriaens, P., Lange, D. de, & Zielinski, S. (2013). Reverse innovation for the new mobility (No. 1193). Michigan USA. Retrieved September 2019, from http://deepblue.lib.umich.edu/bitstream/handle/2027.42/100250/102968.pdf?sequence=1.Google Scholar
Agnihotri, A. (2015). Low-cost innovation in emerging markets. Journal of Strategic Marketing, 23(5), 399411. Retrieved September 2019, from https://doi.org/10.1080/0965254X.2014.970215.Google Scholar
Alerigi, A. (2019). Weg desenvolve aeronave elétrica com a Embraer. O ESTADO DE S. PAULO, p. 37. Retrieved September 2019, from https://acervo.estadao.com.br.Google Scholar
ANPEI. (2009). Inovação precisa mirar sustentabilidade. Retrieved September 2019, from http://anpei.org.br/inovacao-precisa-mirar-sustentabilidade/.Google Scholar
Awate, S., Larsen, M. M., & Mudambi, R. (2012). EMNE catch-up strategies in the wind turbine industry: Is there a trade-off between output and innovation capabilities? Global Strategy Journal, 2(3), 205223. Retrieved September 2019, from https://doi.org/10.1111/j.2042-5805.2012.01034.x.Google Scholar
Bedaque, A., Jr. (2006). Alianças Estratégicas e Inovação de Valor: Estudo de Caso dos Jatos Regionais 170/190 da Embraer. 2006. 151 f. Dissertação (Mestrado em Administração) – Pontifícia Universidade Católica de São Paulo, São Paulo, 2006.Google Scholar
Banerjee, P. M. (2013). The “Frugal” in frugal innovation. In Brehm, A. & Viardot, E. (Eds.), Evolution of innovation management: Trends in an international context (pp. 290310). London: Palgrave Macmillan. https://doi.org/10.1057/9781137299994.Google Scholar
Bernardes, R. C., Borini, F. M., Rossetto, D. E., & Pereira, R. M. (Eds.). (2018). Inovação em mercados emergentes. São Paulo: Senac.Google Scholar
Bhatti, Y. A. (2012). What is Frugal, What is Innovation? Towards a Theory of Frugal Innovation. SSRN Electronic Journal, 145. https://doi.org/10.2139/ssrn.2005910.Google Scholar
Bonatelli, C. (2010). Natura começará a usar ‘plástico verde’ nas embalagens em outubro. Retrieved September 2019, from https://economia.estadao.com.br/noticias/negocios,natura-comecara-a-usar-plastico-verde-nas-embalagens-emoutubro,30406e.Google Scholar
Borini, F. M., Oliveira, M. de M. Jr., Silveira, F. F., & Concer, R. de O. (2012). The reverse transfer of innovation of foreign subsidiaries of Brazilian multi nationals. European Management Journal, 30(3), 219231. https://doi.org/10.1016/j.emj.2012.03.012.Google Scholar
Bound, K., & Thornton, I. (2012). Our frugal future: Lessons from India‘s innovation system. London: Nesta. Retrieved September 2019, from www.nesta.org.uk/sites/default/files/our_frugal_future.pdf.Google Scholar
Brem, A., & Ivens, B. (2013). Do frugal and reverse innovation foster sustainability? Introduction of a conceptual framework. Journal of Technology Management for Growing Economies, 4(2), 3150. Retrieved September 2019, from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2436833.Google Scholar
Cuervo-Cazurra, A. (2007). Sequence of value-added activities in the multinationalization of developing country firms. Journal of International Management, 13(3), 258277. https://doi.org/10.1016/j.intman.2007.05.009.Google Scholar
Cuervo-Cazurra, A. (2012). Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate. Global Strategy Journal, 2(3), 153167. https://doi.org/10.1111/j.2042-5805.2012.01039.x.Google Scholar
Cuervo-Cazurra, A., & Genc, M. (2008). Transforming disadvantages into advantages: Developing-country MNEs in the least developed countries. Journal of International Business Studies, 39(6), 957979. https://doi.org/10.1057/palgrave.jibs.8400390.Google Scholar
Desidério, M. (2019). A chave de inovação do Nubank: bermudas, 25 nacionalidades e 30% LGBT. Retrieved September 2019, from https://exame.abril.com.br/negocios/a-chave-de-inovacao-do-nubank-bermudas-25-nacionalidades-e-30-lgbt/.Google Scholar
Economist, The. (2010, April 17). The world turned upside down. A special report on innovation in emerging markets. The Economist. https://doi.org/10.1093/nq/s3-VIII.203.419.Google Scholar
Embraer. (2019). Demonstrações financeiras 2018.Google Scholar
Exame. (2019). Mergulhamos na nova Embraer, que se reinventa após venda à Boeing. Retrieved September 2019, from https://exame.abril.com.br/negocios/mergulhamos-na-nova-embraer-que-se-reinventa-apos-venda-a-boeing/.Google Scholar
Gadiesh, O., Leung, P., & Vestring, T. (2007, September). The Battle for China‘s good-enough market. Harvard Business Review, 80–89.Google Scholar
Gagne, Y. (2019). Banking in Brazil is hard. Here’s how Nubank is changing that. Fast Company. Retrieved September 2019, from www.fastcompany.com/90299054/nubank-most-innovative-companies-2019.Google Scholar
Govindarajan, V., & Trimble, C. (2012). Reverse innovation: Create far from home, win everywhere. Boston: Harvard Business Review Press.Google Scholar
Guillén, M. F., & García-Canal, E. (2009). The American Model of the Multinational Firm and the “New” Multinationals From Emerging Economies. Academy of Management Perspectives, 23(2), 2335. https://doi.org/10.5465/AMP.2009.39985538.Google Scholar
Hossain, M. (2017, September). Mapping the frugal innovation phenomenon. Technology in Society, 51, 199208. https://doi.org/10.1016/j.techsoc.2017.09.006.Google Scholar
Jay, J., & Gerard, M. (2015). Accelerating the theory and practice of sustainability-oriented innovation. MIT Sloan School Working Paper 5148-15.Google Scholar
Kalogerakis, K., Fischer, L., & Tiwari, R. (2017). A comparison of German and Indian innovation pathways in the auto component industry (No. 100). Working Paper TUHH. Hamburg. Retrieved September 2019, from https://explore.openaire.eu/search/publication?articleId=od_______718::f1d10f8c335877a190a452d7888011ef.Google Scholar
Kothari, T., Kotabe, M., & Murphy, P. (2013). Rules of the game for emerging market multinational companies from China and India. Journal of International Management, 19(3), 276299. https://doi.org/10.1016/j.intman.2013.03.007.Google Scholar
Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal, 19(5), 461477.Google Scholar
Le Bas, C. (2016). Frugal innovation, sustainable innovation, reverse innovation: why do they look alike? Why are they different? Journal of Innovation Economics, 21(3), 9. https://doi.org/10.3917/jie.021.0009.Google Scholar
Luo, Y., & Tung, R. L. (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4), 481498. https://doi.org/10.1057/palgrave.jibs.8400275.Google Scholar
Mathews, J. A. (2006). Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23(1), 527. https://doi.org/10.1007/s10490-006-6113-0.Google Scholar
Meyer, K. E., Mudambi, R., & Narula, R. (2011). Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2), 235252. https://doi.org/10.1111/j.1467-6486.2010.00968.x.Google Scholar
Mudambi, R., & Navarra, P. (2004). Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs. Journal of International Business Studies, 35(5), 385406. https://doi.org/10.1057/palgrave.jibs.8400093.Google Scholar
Murtha, T. P., & Lenway, S. A. (1994). Country capabilities and the strategic state: How national political institutions affect multinational corporations’ strategies. Strategic Management Journal, 15(1994), 113129.Google Scholar
Narula, B. R., & Nguyen, Q. T. K. (2011). Emerging country MNEs and the role of home countries: Separating fact from irrational expectations. MERIT Working Papers 2011-021, United Nations University – Maastricht Economic and Social Research Institute on Innovation and Technology (MERIT).Google Scholar
Natura. (2016a). Relatório de Administração 2016. São Paulo. Retrieved September 2019, from www.natura.com.br.Google Scholar
Natura. (2016b). Tudo sobre o nosso Centro de Pesquisa Aplicada em Bem-Estar. Retrieved October 20, 2019, from www.naturacampus.com.br/cs/naturacampus/post/2016-07/centro-bem-estar-perguntas-respostas.Google Scholar
Natura. (2018). Relatório de Administração 2018. São Paulo. Retrieved September 2019, from www.natura.com.br.Google Scholar
Natura. (2019). Ecoparque: onde nosso núcleo de inovação atua em prol da sociobiodiversidade. Retrieved September 2019, from www.natura.com.br/blog/sustentabilidade/ecoparque-onde-nosso-nucleo-de-inovacao-atua-em-prol-da-sociobiodiversidade.Google Scholar
Ojha, A. K. (2014). MNCs in India: Focus on frugal innovation. Journal of Indian Business Research, 6(1), 428. https://doi.org/10.1108/JIBR-12-2012-0123.Google Scholar
Oksanen, K., & Hautamäki, A. (2015, October). Sustainable innovation: A competitive advantage for innovation ecosystems sustainable innovation. Technology Innovation Management Review, 5(10), 2430. Retrieved September 2019, from http://timreview.ca/article/934.CrossRefGoogle Scholar
Piza, D. (2001, April 8). Embraer consolida globalização. O ESTADO DE S. PAULO, p. 25. Retrieved September 2019, from https://acervo.estadao.com.br/.Google Scholar
Porter, M. (1990). The competitive advantage of nations. London: Macmillan.Google Scholar
Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. Strategy+Business Magazine, first quarter, 26, 116. https://doi.org/10.2139/ssrn.914518.Google Scholar
Prahalad, C. K., & Mashelkar, R. A. (2010). Innovation‘s holy grail. Harvard Business Review, 88(7–8).Google Scholar
Ramamurti, R. (2012). Commentaries: What is really different about emerging market multinationals? Global Strategy Journal, 2(1), 4147. https://doi.org/10.1111/j.2042-5805.2011.01025.x.Google Scholar
Ray, P. K., & Ray, S. (2010). Resource-constrained innovation for emerging economies: The case of the Indian telecommunications industry. IEEE Transactions on Engineering Management, 57(1), 144156. https://doi.org/10.1109/TEM.2009.2033044.CrossRefGoogle Scholar
Ray, S., & Ray, P. K. (2011). Product innovation for the peoples car in an emerging economy. Technovation, 31(5–6), 216227. https://doi.org/10.1016/j.technovation.2011.01.004.CrossRefGoogle Scholar
Rayees, F. (2017). A conceptual model of frugal innovation: Is environmental munificence a missing link? International Journal of Innovation Science, 9(4), 320334. https://doi.org/10.1108/IJIS-08-2017-0076.Google Scholar
Rosca, E., Arnold, M., & Bendul, J. C. (2016). Business models for sustainable innovation – an empirical analysis of frugal products and services. Journal of Cleaner Production, 162(Suppl), S133S148. https://doi.org/10.1016/j.jclepro.2016.02.050.Google Scholar
Rosca, E., Bendul, J. C., & Arnold, M. (2015). Frugal and reverse innovation as novel business models having diverse sustainability impact. In Global Cleaner Production & Sustainable Consumption Conference. Barcelona, Spain. Retrieved September 2019, from https://elsevier.conference-services.net/viewsecurePDF.asp?conferenceID=3781&loc=files&type=fpaper&abstractID=869862.Google Scholar
Santos, A. B. A. dos, Bianchi, C. G., & Borini, F. M. (2018). Open innovation and cocreation in the development of new products: The role of design thinking. International Journal of Innovation, 6(2), 112123. https://doi.org/http://dx.doi.org/10.5585/iji.v6i2.203.Google Scholar
Sebrae. (2016). Inovação e Sustentabilidade: bases para o futuro dos pequenos negócios. São Paulo. Retrieved September 2019, from https://m.sebrae.com.br/Sebrae/Portal Sebrae/Anexos/inovacao_sustentabilidade.pdf.Google Scholar
Sharma, A., & Iyer, G. R. (2012). Resource-constrained product development: Implications for green marketing and green supply chains. Industrial Marketing Management, 41(4), 599608. https://doi.org/10.1016/j.indmarman.2012.04.007.Google Scholar
Silva, I. M. da. (2018). Capacidades Organizacionais para Inovação Frugal. Universidade de São Paulo. https://doi.org/10.11606/T.12.2018.tde-12062018-125318.Google Scholar
Simula, H., Hossain, M., & Halme, M. (2015). Frugal and reverse innovations – quo vadis? Current Science, 109(9), 15671572. https://doi.org/10.18520/v109/i9/1567-1572.Google Scholar
Tiwari, R., & Bergmann, S. (2018). What pathways lead to frugal innovation? Some insights on modes & routines of frugal, technical inventions based on an analysis of patent data in German auto components industry. Working Paper TUHH (Vol. 49).Google Scholar
Tiwari, R., & Herstatt, C. (2012a). Assessing India‘s lead market potential for cost-effective innovations. Journal of Indian Business Research, 4(2), 97115. https://doi.org/10.1108/17554191211228029.Google Scholar
Tiwari, R., & Herstatt, C. (2012b). Frugal innovation: A global networks’ perspective. Die Unternehmung (Swiss Journal of Business Research and Practice), 66(3), 245274.Google Scholar
Tiwari, R., & Herstatt, C. (2012c). Frugal innovation: A global networks’ perspective. Die Unternehmung, 66(3), 245274. https://doi.org/10.5771/0042-059x-2012-3-245.Google Scholar
Tiwari, R., & Herstatt, C. (2012d). Open global innovation networks as enablers of frugal innovation: Propositions based on evidence from India. Die Unternehmung, 66(3), 245274.Google Scholar
Tiwari, R., & Herstatt, C. (2014). Developing countries and innovation. In Tiwari, R. & Herstatt, C. (Eds.), Aiming big with small cars: Emergence of a lead market in India (pp. 1939). Heidelberg: Springer. https://doi.org/10.1007/978-3-319-02066-2.Google Scholar
Tiwari, R., Luise, F., & Katharina, K. (2016). Frugal innovation: An assessment of scholarly discourse, trends and potential societal implications. [Potenziale, Herausforderungen und gesellschaftliche Relevanz frugaler Innovationen in Deutschland im Kontext des globalen Innovationswettbewerbs.] Hamburg, Germany. https://doi.org/10.1007/978-3-319-46392-6_]2.Google Scholar
von Zedtwitz, M., Corsi, S., Søberg, P. V., & Frega, R. (2015). A typology of reverse innovation. Journal of Product Innovation Management, 32(1), 1228. https://doi.org/10.1111/jpim.12181.Google Scholar
Zeschky, M., Winterhalter, S., & Gassmann, O. (2014a). From cost to frugal and reverse innovation: Mapping the field and implications for global competitiveness. Research-Technology Management (RTM), 57(4), 2027. https://doi.org/10.5437/08956308X5704235.Google Scholar
Zeschky, M., Winterhalter, S., & Gassmann, O. (2014b). What is frugal innovation? In The European Academy of Management Proceedings. Valencia-ESP.Google Scholar

References

Aguirre, K., & Restrepo, J. (2010). Arms control as a strategy for violence-reduction in Colombia: Pertinence, status and challenges. Revista Criminalidad, 52(1), 265290.Google Scholar
Anderson, J. L., Markides, C., & Kupp, M. (2010). The last frontier: Market creation in conflict zones, deep rural areas, and urban slums. California Management Review, 52(4), 628.Google Scholar
Andonova, V., & García, J. (2018). How can EMNCs enhance their global competitive advantage by engaging in domestic peacebuilding? The case of Colombia. Transnational Corporations Review, 10(4), 370385.Google Scholar
BDS Consulting. (2010). Identificación de Brechas Postobón S.A.Google Scholar
Bracamonte, J., & Spencer, D. (1995). Strategy and tactics of the Salvadoran FMLN guerrillas. Westport, CT: Praeger.Google Scholar
Cavalcante, S., Kesting, P., & Ulhøi, J. (2011). Business model dynamics and innovation: (Re) establishing the missing linkages. Management Decision, 49(8), 13271342.Google Scholar
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2–3), 195215.Google Scholar
Chesbrough, H. (2007). Business model innovation: It’s not just about technology anymoreStrategy & Leadership35(6), 1217.Google Scholar
Fryer, B. (2013, September 18). The rise of compassionate management (finally). Harvard Business Review.Google Scholar
Grupo de Memoria Histórica. (2013). ¡Basta ya! Colombia: Memorias de guerra y dignidad. Bogotá: Imprenta Nacional.Google Scholar
Hazen, J. M. (2007). Can peacekeepers be peacebuilders? International Peacekeeping, 14(3), 323338, DOI: 10.1080/13533310701422901.Google Scholar
Jamali, D., & Mirshak, R. (2010). Business-conflict linkages: Revisiting MNCs, CSR, and conflict. Journal of Business Ethics, 93, 443464.CrossRefGoogle Scholar
Katsos, J., & Forrer, J. (2014). Business practices and peace in post‐conflict zones: lessons from Cyprus. Business Ethics: A European Review, 23(2), 154165.Google Scholar
La República. (2018). Bancolombia, el banco más sostenible del mundo según el Índice Dow Jones. Retrieved September 2019, from www.larepublica.co/empresas/el-banco-mas-sostenible-del-mundo-es-colombiano-2770902.Google Scholar
Mackey, J., & Sisodia, R. (2013, January 14). “Conscious Capitalism” Is Not an Oxymoron. Harvard Business Review.Google Scholar
Marcos, R., & Ariza, P. (2014). Colombia: Humanitarian Snapshot as of 15 January 2014. Retrieved September 2019, from www.humanitarianresponse.info/files/snapshot_colombia_EN_jan_2014.pdf.Google Scholar
Marks, T. (2002). Colombian Army Adaptation to FARC insurgency. Carlisle, PA: Strategic Studies Institute/Army War College.Google Scholar
Miklian, J., & Rettberg, A. (2017, February 28). From war-torn to peace-torn? Mapping business strategies in transition from conflict to peace in Colombia. In Miklian, J., Alluri, R. M., & Katsos, J. E. (Eds.), Business, peacebuilding and sustainable development (pp. 110128). Abingdon: Routledge.Google Scholar
Porter, M., & Kramer, M. (2011, January–February). Creating shared value. Harvard Business Review.Google Scholar
Postobón. (2016). Informe de Sostenibilidad 2015, p. 29.Google Scholar
Postobón. (2017). Company website. Postobón entre las 15 empresas con mejor reputación. Retrieved May 2017, from www.postobon.com/sala-prensa/noticias/postobon-entre-las-15-empresas-mejor-reputacion.Google Scholar
Spencer, D. (1996). From Vietnam to El Salvador: The saga of the FMLN sappers and other guerrilla special forces in Latin America. Westport, CT: Praeger.Google Scholar
Wickham-Crowley, T. (1987). Winners, losers, and also-rans: Toward a comparative sociology of Latin American guerrilla movements. In Eckstein, S. (Ed.), Power and popular protest (pp. 132181). Berkeley: University of California Press.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×