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A book for everyone who does business with China or in China. The history-making development of the Chinese economy has entered a new phase. China is moving aggressively from a strategy of imitation to one of innovation. Driven both by domestic needs and by global ambition, China is establishing itself at the forefront of technological innovation. Western businesses need to prepare for a tidal wave of innovation from China that is about to hit Western markets, and Chinese businesses need to understand the critical importance of innovation in their future. Experts George Yip and Bruce McKern explain this epic transformation and propose strategies for both Western and Chinese companies. This book is for everyone who does business with China or in China, or is interested in the development of the world's fastest-growing economy. Western CEOs can learn from Chinese companies and can create an effective innovation process in China, for China and the world. Chinese CEOs can benefit from understanding the strategies of their peers as they strive to enter foreign markets. And all Western businesses should prepare for disruption from their new competitors. Yip and McKern provide case studies of successful firms, outline ten ways in which the managerial and innovative capabilities of these firms differ from those of Western firms, and describe how multinationals doing business in China can become part of the Chinese ecosystem of new knowledge and technology. Yip and McKern argue that these innovation capabilities will be the basis for creating world-class products and services to meet the challenges of a new era of global competition.
Following decades in which China's approach to technology has been to imitate, the country is now transforming itself to become innovation-oriented. This pioneering study examines whether patents play a similar role in promoting innovation in China as they do in the West, exploring the interplay between patents and China's biotechnology and pharmaceutical industries in particular.
Driven by a counterintuitive thesis that has been highlighted in both The New Yorker and The New York Times¸ The Knockoff Economy is an engrossing and highly entertaining tour through the economic sectors where piracy both rules and invigorates.
Recent years have seen intense debates among management and academics on the rise of `lean production' and `Japanization'. Some authors have stressed the `universal' impact of new forms of work organization and `best practice' while others have questioned the limits of convergence, stressed the weight of national contexts or `societal effects', or highlighted the evolutionary effects of unpredictability in the external environment. The international automobile industry has been a focus for much of this debate and this book, written by a team of leading international researchers in the field, uses this industry to examine in detail the actual practice of the transfer and adaptation of productive models and the trajectories of innovation, compromise, and failure that can result. Case studies cover in detail the Japanese transplant experience in North America, and the global experience of hybrid production systems in Europe, Latin America, and Asia. The book contributes to theoretical discussions about the transfer, adaptation, or convergence of productive models. In particular, the authors argue that direct transplantation or imitation of these models is rarely feasible or even desirable. Systems cannot be transferred without being significantly reshaped. Instead, the book focuses on the process of `hybridization', the complex interaction of productive models with national and societal effects. Hybridization, it is argued, is inevitable. But this should be seen not simply as a process of compromise and retreat but also as an important dynamic of innovation and learning. This book is from the French-based international research network GERPISA (Groupe d'étude de récherche permanent sur l'industrie et les salaries de l'automobile). See related titles below.
"In business, imitation gets a bad rap: some business leaders see imitators as 'me too' players forced to copy because they have nothing original to offer. In Copycats, Oded Shenkar challenges this viewpoint. He reveals how imitation - the exact or broad-brushed copying of an innovation - is as critical to prosperity as innovation, especially when the two are used together."--Inside jacket.
Different theories, models and narratives of innovation compete for both legitimacy and authority. However, despite the variations, they all offer a consistent pro-innovation bias, dismissing resistance as irrational, and overlooking the value of non-users and collateral impacts. This book looks at innovation from a different perspective and asks, what has been left out? It offers a reflexive view and invites researchers to consider new avenues of research, through a critique of current representations of innovation.
Copying is bad. So we are told, from school to the workplace. Gaining money or honour by stealing someone else's work is morally despicable and forbidden by law. But is it really that simple? Sometimes a copy - or something that strongly resembles the original - can bring fresh new insights about the original. The line between innovation and imitation is not always clear, and as technology allows us to come closer to the art of perfect imitation, things such as originality and individual authorship are placed under pressure. In Ceci n'est pas Une Copie design journalist Chris Meplon looks for the nature, meaning and perception of copying techniques in design practice. The book offers a wide selection of interesting examples and perspectives on 'copying', making for a reader-experience that is both informative and open-ended, allowing you to make up your own mind. Text in English and French. AUTHOR: Chris Meplon is a design expert and journalist. SELLING POINTS: * Includes contributions and works from 70 renowned designers and artists such as Jasper Morrison, Richard Hutten, Philippe Starck, Konstantin Grcic, Maarten Baas, Unfold, and many more * Pays attention to cultural differences between east and west, and how opinions have changed throughout history * Provides an holistic study of copying-culture, from accepted copying (quotes, collage and homage) to more controversial and experimental forms of 're-design' 180 colour, 20 b/w
In business, as in other aspects of life, we learn and grow from the examples set by others. Imitation can lead to innovation. But in order to grow innovatively, how do businesses decide what firms to imitate? And how do they choose what practices to follow? Learning by Example takes an unprecedented look at the benchmarking initiative of a major financial institution. David Strang closely follows twenty-one teams of managers sent out to observe the practices of other companies in order to develop recommendations for change in their own organization. Through extensive interviews, surveys, and archival materials, Strang reveals that benchmarking promotes a distinctive managerial regime with potential benefits and pitfalls. He explores the organizations treated as models of best practice, the networks that surround a bank and form its reference group, the ways managers craft calls for change, and the programs implemented in the wake of vicarious learning. Strang finds that imitation does not occur through mindless conformity. Instead, managers act creatively, combining what they see in external site visits with their bank's strategic objectives, interpreted in light of their understanding of rational and progressive management. Learning by Example opens the black box of interorganizational diffusion to show how managers interpret, advocate, and implement innovations.