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In globalising economies, particularly those going through a process of economic integration such as those economies within the EU, regions forge an increasing number of linkages with other locations within and across national borders. This is largely carried out by the technological efforts of Multinational Corporations (MNCs). This book explores the regional dimension of Europe in terms of localised technological comparative advantages and the location of innovative activities by MNCs. Using an empirical analysis John Cantwell and Simona Iammarino cover such important themes as: *MNC technological activities and economic wealth *MNCs and the regional systems of innovation in Italy, UK, Germany and France *the geographical hierarchy across European national borders.
This book presents unique insights and advice on defining and managing the innovation transformation journey. Using novel ideas, examples and best practices, it empowers management executives at all levels to drive cultural, technological and organizational changes toward innovation. Covering modern innovation techniques, tools, programs and strategies, it focuses on the role of the latest technologies (e.g., artificial intelligence to discover, handle and manage ideas), methodologies (including Agile Engineering and Rapid Prototyping) and combinations of these (like hackathons or gamification). At the same time, it highlights the importance of culture and provides suggestions on how to build it. In the era of AI and the unprecedented pace of technology evolution, companies need to become truly innovative in order to survive. The transformation toward an innovation-led company is difficult – it requires a strong leadership and culture, advanced technologies and well-designed programs. The book is based on the author’s long-term experience and novel ideas, and reflects two decades of startup, consulting and corporate leadership experience. It is intended for business, technology, and innovation leaders.
In recent decades, there have been significant changes in the way corporate innovation activities are performed. They include changes in the innovation process, flexibility to outsource certain innovation activities, and by far, the most important one, wider choice in the location of innovation. What caught the most attention of is the trend towards globalization of research and development (R&D) and thereby performance of innovation activities away from the home countries. The main concerns relate to the two new trends: First, the multinational corporations (MNCs) locating strategic innovation activities in some countries outside the industrialized world, which can be referred to as ‘emerging economies’; and Second, since 2000, some companies from the emerging economies have started entering the global markets with innovative products and services, developed through their own R&D. Both these new developments have managerial implications for companies and policy implications for the host countries (where such R&D is performed), as well as for the home countries of the companies. Further, innovative products and services resulting from R&D activities in emerging economies seem to better address the needs of consumers at the bottom-of-the-pyramid in other developing countries. This book explores and analyzes these issues. This research presented in Global Innovation in Emerging Economies is applicable to both the industrialized and developing worlds, although from different perspectives – the former would like to prevent relocation of R&D from their countries, and the latter want more of R&D-related investments.
China is in the midst of transitioning from a manufacturing-based economy to one driven by innovation and knowledge. This up-to-date analysis evaluates China's state-led approach to science and technology, and its successes and failures. In recent decades, China has seen huge investments in high-tech science parks, a surge in home-grown top-ranked global companies, and a significant increase in scientific publications and patents. Helped by state policies and a flexible business culture, the country has been able to leapfrog its way to a more globally competitive position. However, the authors argue that this approach might not yield the same level of progress going forward if China does not address serious institutional, organizational, and cultural obstacles. While not impossible, this task may well prove to be more difficult for the Chinese Communist Party than the challenges that China has faced in the past.
The key to bridging your global innovation gap In today’s global economy, it would be short-sighted to rely solely on local resources for new-product innovations. Instead, knowledge and activity critical to innovation most likely lie outside your company’s home territories—sometimes far outside. And this distance makes it harder than ever to obtain and integrate these resources, eating away at your competitive edge. How to tackle this challenge? In Managing Global Innovation, INSEAD’s Yves L. Doz and Keeley Wilson show you how to build and leverage a global innovation network. Drawing on extensive research and real-life company examples, they walk you through a set of practical frameworks for acquiring and integrating innovation-critical knowledge from multiple sources. You’ll learn to optimize your innovation footprint, improve communication and receptivity, and enhance collaboration in order to succeed on a global scale. Based on in-depth research within more than three dozen corporations—including Citibank, Essilor, GE, GlaxoSmithKline, HP Labs, HP Singapore, Nokia, Novartis, Shiseido, Siemens, Snecma, Synopsys, and Xerox—this book bridges theory and practice. Managing Global Innovation gives you the tools to harness critical expertise from around the globe—and channel it into your innovation programs.
How multinational companies can use digital technology to compete in a world where business is driven by the forces of both globalization and deglobalization. Digital technology has put globalization on steroids; multinational companies now account for one-third of world GDP and one-fourth of world employment. And yet complicating this story of unchecked global capitalism are two contradictory forces. Even as advances in digital technology enable borderless markets, a new nationalism has emerged, reviving protectionism and railing against digital colonialism. In The Digital Multinational, management experts Satish Nambisan and Yadong Luo examine how companies can adopt a dual strategy to cope with this new normal: harnessing the power of digital technology while adapting to the geopolitical realities of particular markets. Key to success, Nambisan and Luo explain, is the notion of tight and loose coupling to characterize the relationship of the digital multinational to its global partners and subsidiaries. Identifying the tightness-looseness requirements of global business connectivity leads to successful business strategy. Drawing on real-world examples that include Burberry’s entrance into the Chinese market, Unilever’s AI-powered global talent marketplace, and the Vocal for Local movement in India, they develop a typology of global business contexts; discuss digital strategies for entering new markets, establishing digital platforms, managing globally dispersed activities, and pursuing innovation; and explain how these strategies can be part of a business leader’s toolkit. The Digital Multinational is an essential guide to competing in a business world driven by both globalization and deglobalization.
How multinationals contribute, or don't, to global prosperity Globalization and multinational corporations have long seemed partners in the enterprise of economic growth: globalization-led prosperity was the goal, and giant corporations spanning the globe would help achieve it. In recent years, however, the notion that all economies, both developed and developing, can prosper from globalization has been called into question by political figures and has fueled a populist backlash around the world against globalization and the corporations that made it possible. In an effort to elevate the sometimes contentious public debate over the conduct and operation of multinational corporations, this edited volume examines key questions about their role, both in their home countries and in the rest of the world where they do business. Is their multinational nature an essential driver of their profits? Do U.S. and European multinationals contribute to home country employment? Do multinational firms exploit foreign workers? How do multinationals influence foreign policy? How will the rise of the digital economy and digital trade in services affect multinationals? In addressing these and similar questions, the book also examines the role that multinational corporations play in the outcomes that policymakers care about most: economic growth, jobs, inequality, and tax fairness.
Digital technologies maintain an important tool in today’s business economy. As the economy continues to change, businesses seek out solutions in order to enhance and develop their organization. Business Innovation, Development, and Advancement in the Digital Economy highlights the competitive advantages on the emerging digital economy. Bringing together the classic economy theory and the developments of new technology, this book provides research on current innovations in the digital economy. It is vital resource for practitioners, researchers as well as graduate and undergraduate students.
The gap between rich nations and emerging economies is closing. As a result, the global dynamics of innovation are changing. No longer will innovations traverse the globe in only one direction, from developed nations to developing ones. They will also flow in reverse. Authors Vijay Govindarajan and Chris Trimble of the Tuck School of Business at Dartmouth explain where, when, and why reverse innovation is on the rise, and why the implications are so profound—for nations, for companies, and for individuals. The authors focus in particular on a traditional pillar of rich-world economic vitality: successful and long-established multinational corporations. All are now seeking explosive growth in emerging economies, and all must learn new tricks in order to succeed. Reverse Innovation shows leaders and senior managers how to make innovation in emerging markets happen, and how such innovations can unlock opportunities throughout the world. The book highlights the tribulations and triumphs of some of the world’s leading companies (including GE, Deere & Company, P&G, and PepsiCo), illustrating exactly what works and what does not. The new reality is that the future lies far from home. Whether you are a CEO, financier, strategist, marketer, scientist, engineer, national policymaker, or even a student forming your career aspirations, reverse innovation is a phenomenon you need to understand. This book will help you do that.