Building blocks of the reverse innovation process

Increasing growth rate of emerging countries and potential mass markets have shifted the attention of multinational enterprises (MNEs) to emerging markets. The specific socio-economic structure of emerging markets led MNEs to develop new strategies for innovation. This paper aims to develop a concep...

Full description

Saved in:
Bibliographic Details
Published in:Innovation (Abingdon, England) England), 2022-04, Vol.35 (2), p.196-223
Main Authors: Dudaklı, Nurhan, Felekoğlu, Burcu, Baykasoğlu, Adil
Format: Article
Language:English
Subjects:
Case studies
Conceptual models
Cooperation
Economic structure
Emerging markets
Global local relationship
Growth rate
Information dissemination
innovation at the bottom of the pyramid
Innovations
Markets
Multinational corporations
multiple case study
reverse innovation
Socioeconomic factors
Success
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Increasing growth rate of emerging countries and potential mass markets have shifted the attention of multinational enterprises (MNEs) to emerging markets. The specific socio-economic structure of emerging markets led MNEs to develop new strategies for innovation. This paper aims to develop a conceptual model that reveals main building blocks of the successful reverse innovation process. First, the relevant literature is reviewed and global changes, trends and recent approaches are discussed to set the theoretical background. Multiple secondary data-based case study approach is used to investigate the success/failure of reverse innovation attempts in local/global markets. A reverse innovation process model is developed that reveals the main building blocks and critical interactions of the reverse innovation process. The proposed model elucidates three components having a crucial impact on the success of reverse innovation, namely, quality of the innovation idea, cooperation between MNEs and local enterprises, and building appropriate and unique diffusion strategies.
ISSN:1351-1610
1469-8412
DOI:10.1080/13511610.2021.1925527