Low-cost innovation in emerging markets

Agnihotri, Arpita

doi:10.1080/0965254x.2014.970215

Cited by 120 publications

(81 citation statements)

References 12 publications

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“…Some managerial implications can be derived from our study. Quite frequently, firms based in developing countries bear the conventional stereotype of copycat innovators (Ernst et al, 2015), producing less-costly versions of technologically advanced products originating from hi-tech countries (Agnihotri, 2015). Today, however, an increasing number of firms based in emerging and developing countries expand quickly internationally by offering innovative products which find acceptance by sophisticated consumers in more advanced economies (Belderbos et al, 2013).…”

Section: Theoretical Contribution and Research Implicationsmentioning

confidence: 99%

Business model design and firm performance

Gerdoçi

Bortoluzzi

Dibra

2017

EJIM

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Purpose-The purpose of this paper is to contribute to the literature on business model (BM) design by deepening the relationship between BM design themes and performance in a sample of firms based in a developing country. In particular, the authors deepen the relationship between business model novelty (BMN), business model efficiency (BME), the trade-off between novelty and efficiencythat the authors call BM ambidexterityand performance. Design/methodology/approach-Data are drawn from a sample of 107 manufacturing and service firms based in a developing country (Albania). Hierarchical regression is used to assess the impact on firm performance from the two BM design themes and their interaction. Findings-The authors find novelty-centred BM design is significantly related to firm performance while efficiency-centred design has no direct effect on performance. However, the authors also find that BME positively moderates the relationship between BMN and firm performance. Research limitations/implications-The relationship between BM design and firm performance can be better understood if contextualised. In the paper, the authors find that different types of BM designs have different impacts on the performance of firms based in a developing economy. While novelty matters, quite surprisingly the authors find no support for efficiency. Additionally, the authors find the interaction between the two design themes (BM ambidexterity) to have a positive impact on firm performance. Practical implications-The surveyed firms based in a developing economy appear to benefit from novelty-centred BM designs. Efficiency-centred designs have a more ambiguous role: while efficiency alone seems not to pay off, an efficient BM design may facilitate the market exploitation of a novel design. Originality/value-This study responds to a precise call for additional quantitative empirical studies on the relationship between BM and performance. The study also contributes to an emerging stream of research focused on BM ambidexterity.

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Section: Theoretical Contribution and Research Implicationsmentioning

confidence: 99%

Business model design and firm performance

Gerdoçi

Bortoluzzi

Dibra

2017

EJIM

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“…Academics working in the area of innovation and development argue that may be it is time for the West to learn innovation techniques from the East (Agnihotri [12]). Agnihotri [12] is a keen promoter of the reverse innovation. Therefore, she argues like so many other academics have done before her that frugality in research and development can help save millions of dollars.…”

Section: Postcolonial Theorymentioning

confidence: 99%

Harnessing latent sustainability: a postcolonial perspective

Sharma¹,

Singh²,

Kularatne³

2015

WIT Transactions on the Built Environment

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In this paper, we have introduced a new form of sustainability that is holistic. It is based on a belief that promoting economic sustainability in the value chain can help in attaining economic, social and environmental sustainability. Hence, we argue that focussing on economic sustainability is paramount for any business aiming to attain long term sustainability. Our proposed theory is based on a single case study of an Indian Multinational Corporation (IMNC) Aubade New Zealand Ltd (ANZL). We have applied a postcolonial perspective to analyse the international business practices of ANZL. This helped in illustrating the presence of hybridity amongst the senior management and therefore they adopted a new strategy of backward integration. The strategy has assisted them in gaining the trust of the value chain members in New Zealand and in India. It is also helping in delaying the deskilling process in India. In fact, the strategy of backward integration is serving ANZL in attaining economic, social and environmental sustainability.

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“…At Finnish SMEs, the key precondition for frugal innovation is instilling a frugal mindset for development of low cost innovation. Firms need to "change the mindset of the employees, by changing the culture of the organization" (Agnihotri, 2015). Finnish firms need to adopt a new mindset, thereby understanding that making a profit is still possible in the case of low prices -through scalability (Hautamäki, 2016).…”

Section: Prospects For Finnish Smes In Emerging Marketsmentioning

confidence: 99%

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2018

TIM Review

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Low-cost innovation in emerging markets

Cited by 120 publications

References 12 publications

Business model design and firm performance

Business model design and firm performance

Harnessing latent sustainability: a postcolonial perspective

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