Disruptive Innovation in Chinese and Indian Businesses (eBook, ePUB)

The Strategic Implications for Local Entrepreneurs and Global Incumbents
Redaktion: Ping Li, Peter

• Format: ePub

Produktbeschreibung

This book sheds new light on disruptive innovations both from and for the bottom of the pyramid in China and India, from the point of view of local entrepreneurs and international firms seeking to operate their businesses there. It covers both the theoretical and practical implications of disruptive innovation using conceptual frameworks alongside detailed case studies, whilst also providing a comparison of conditions and strategic options in India and China.

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Produktdetails

• Verlag: Taylor & Francis
• Seitenzahl: 264
• Erscheinungstermin: 12. März 2013
• Englisch
• ISBN-13: 9781136696121
• Artikelnr.: 38273609

Autorenporträt

Peter Ping Li is Professor of Chinese Business Studies at Copenhagen Business School, Denmark

Inhaltsangabe

1. Introduction: Disruptive Innovation from the Bottom of the Pyramid: The
Strategic Implications for Local Challengers and Global Incumbents Part I:
The Contexts for DI from China and India 2. Economic Competitiveness and
Disruptive Innovation: Exploring the Macro and Micro Contexts in China and
India 3. The Role of Government in an Emerging Disruptive Innovation: The
Case of E-bike in China 4. The Emerging Pattern of Disruptive Innovation
from the Bottom of the Pyramid Part II: The Strategies of DI for Local
Challengers 5. Mapping Innovations in the Disruptive Innovation Realm in
India: What and Where in the National Pyramid of India 6. Transformative
Capacity and Absorptive Capacity: The Rising Chinese Wind Turbine Suppliers
7. Disruptive Innovation in China's "Shanzhai" Cell Phone Industry:
Theory-Building via Case Study Part III: The Strategies of DI for Global
Incumbents 8. Disruptive Innovation at the Bottom of the Pyramid: What Role
Can Western Established Firms Play? 9. The New Wave of Disruptive
Innovation from China: Why and How Global Incumbents Need to Respond 10.
Ambidextrous Capability: The Case of Japanese Enterprises 11. Conclusion:
Future Research Agenda