Entrepreneurial strategies for small firms in latecomer economies

Yu, Fu‐Lai Tony

doi:10.3920/978-90-8686-716-5_9

Cited by 1 publication

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“…Organizations should make best use of their strengths and minimize potential weaknesses while formulating the strategy for innovation and growth. Small firms in latecomer economies tend to possess entrepreneurial culture, relatively simple capital structure, organizational flexibility, lower internal communication costs, and a strong role of charismatic entrepreneurship in corporate governance (Yu, 2011). They tend to apply guerilla entrepreneurial strategies against the incumbent firms, replication and fast imitation of established products, and maybe some reverse engineering.…”

Section: 'Market Reader': Globalising Local Specialised Competences Fmentioning

confidence: 99%

Innovation Strategies in Latecomer Environments: Alternatives for Firms in Small Open Economies

Jucevičius

2013

socscie

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This paper is aimed at presenting and discussing the varieties of organizational strategies for innovation in the underdeveloped economic-institutional contexts. It is questioned whether the emphasis on institutional innovation systems (e.g. NIS, RIS), popular with policy makers, represents the key instrument for achieving innovation-driven growth in the latecomer economies and their firms. The latecomer environment can stimulate certain types of innovation strategies. However, to be sustainable in a longer run, they need to be supported by formal or informal institutions of the innovation system. The paper argues the need to combine institutional (top-bottom) and entrepreneurial (bottom-up) approaches, especially in the emerging innovation systems. Three sets of organizational innovation strategies are discussed in the latecomer context. Each innovation strategy has its potential strengths and weaknesses in the specific contexts, presented in the paper. Based on various cases of firms and empirical observations from the latecomer context, the paper concludes that entrepreneurial dynamics is not in the position to replace an institutional dimension of innovation system.

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Section: 'Market Reader': Globalising Local Specialised Competences Fmentioning

confidence: 99%

Innovation Strategies in Latecomer Environments: Alternatives for Firms in Small Open Economies

Jucevičius

2013

socscie

View full text Add to dashboard Cite

show abstract

Entrepreneurial strategies for small firms in latecomer economies

Cited by 1 publication

References 24 publications

Innovation Strategies in Latecomer Environments: Alternatives for Firms in Small Open Economies

Innovation Strategies in Latecomer Environments: Alternatives for Firms in Small Open Economies

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