Dual embeddedness? Innovation capabilities, multinational subsidiaries, and solar power development in South Africa

Sustainable investment strategies in the palm oil industry in Indonesia

“…Limitations on technology and innovation, such as relying on traditional technology in production, are also seen as hindering investment opportunities (Hansen and Nygaard, 2014). At the same time, the problem of dependence on export markets (Davy, 2021), especially from European and Asian countries, is also a challenge in opening up opportunities for investment and influencing the sustainability of the palm oil industry in Riau Province, Indonesia. The challenges of palm oil investment include technology, information, input access, market access, and financial access which can hinder access to certificates and global markets.…”

Linking the energy transition and economic development: A framework for analysis of energy transitions in the global South

“…This has significant implications for our understanding of innovation and industrialisation. 4 Over the past thirty years, a stream of research has sought to explain the various stages of advancement of firms in developing and emerging economies, referred to as 'latecomer firms', on the basis of how such firms are able to acquire and develop innovation capabilities. A key finding to emerge from this literature is that the ability of latecomer firms to progress from being innovation followers to innovation leaders depends critically on the conscious, purposeful and costly efforts to make this transition a reality -in short, the institutional work to 'imagineer' and then create locally embedded institutions [56].…”

“…The accelerated deployment of large scale solar and wind technologies [1] in the global south has been achieved via the introduction of competitive auctions and similar procurement systems [2,3]. As a result, international energy companies have played a key role in the financing, construction and operation of utility-scale renewable energy projects [4]. The upshot is an energy transition pathway that is fundamentally different from earlier energy transition pathways experienced in Europe where cooperatives niches grew organically and upscaled over a longer period of time in countries such as Denmark and Germany [5].…”

Driving Innovation Initiatives in a Multinational Company Subsidiary: A Case Study and Conceptual Framework for Further Application

“…The relationship between headquarter and the subsidiary may produce managerial factors that facilitate the emergence of the capacity to innovate [4]. Subsidiaries can increase their influence and autonomy when they succeed in producing profits and finding solutions to problems that interest headquarters [10,55]. The such relationship shows dynamic and relational aspects of multiple factors that facilitate innovation [44].…”

“…Periodic meetings such as visiting trips and managers' temporary transfers between headquarters and subsidiaries, integrated projects, task forces and joint committees are examples of mechanisms for organizational socialization, [19,50]. The intensive use of socialization mechanisms can increase the headquarters confidence in the subsidiary competencies [19], reinforcing the importance of socialization and communication as relevant factors in the innovation processes of complex organizations [5,55].…”