Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- Acknowledgements
- Introduction
- Part I Innovation and competitive advantage
- 1 Innovation by Brazilian EMNEs
- 2 Innovation by Russian EMNEs
- 3 Innovation by Indian EMNEs
- 4 Innovation by Chinese EMNEs
- Commentaries on Part I
- Part II Value-chain configuration and competitive advantage
- Commentaries on Part II
- Part III Mergers and acquisitions and competitive advantage
- Commentaries on Part III
- References
- Index
1 - Innovation by Brazilian EMNEs
Published online by Cambridge University Press: 05 April 2013
- Frontmatter
- Contents
- List of figures
- List of tables
- Notes on contributors
- Acknowledgements
- Introduction
- Part I Innovation and competitive advantage
- 1 Innovation by Brazilian EMNEs
- 2 Innovation by Russian EMNEs
- 3 Innovation by Indian EMNEs
- 4 Innovation by Chinese EMNEs
- Commentaries on Part I
- Part II Value-chain configuration and competitive advantage
- Commentaries on Part II
- Part III Mergers and acquisitions and competitive advantage
- Commentaries on Part III
- References
- Index
Summary
Innovation in Brazil
Brazil is not considered a good performer when it comes to innovation. The observation is not wrong but it is also not correct. Brazil is not well ranked in specialised lists which evaluate the performance of the country as a whole according to the traditional indicators: investment in research and development (R&D) and number of patents. However, Brazilian firms are internationalising successfully and innovations play an important role in their strategies.
The approach to innovation adopted by Brazilian companies takes on a perspective different from the traditional scientific research leading to technological break-through, so much appreciated in developed countries. In this chapter, we will show that other approaches to innovation are being developed by Brazilian multinationals in order to gain competitive advantage.
We will show that these approaches are the result of a series of factors and circumstances involving: the evolution of the country’s social and political environment that affected organisational culture and entrepreneurship; the obliviousness of the national innovation system; the unfolding of economic development policies that prescribed areas where local companies could grow in the face of competition from the subsidiaries of foreign multinationals; and, finally, the competences and resources which supported the strategies of Brazilian multinationals to compete in the international markets.
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- Publisher: Cambridge University PressPrint publication year: 2013
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