Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

2 results

International Business Strategy
  • Rethinking the Foundations of Global Corporate Success
  • 3rd edition
  • Alain Verbeke, I. H. Ian Lee
  • Published online:
    02 September 2021
    Print publication:
    23 September 2021
  • Now in its third edition, this core textbook for advanced undergraduate, graduate, and postgraduate students combines analytical rigour and managerial insight on the functioning and strategy of large multinational enterprises (MNEs). Verbeke and Lee develop an original conceptual model that supports student learning by providing an integrated perspective, rooted in theory and practice. The discussion also includes unique commentaries on seventy-four seminal articles published in the Harvard Business Review, the Sloan Management Review, and the California Management Review over the past four decades, demonstrating how the key insights can be applied to real businesses engaged in international expansion programmes, especially as they venture into high-distance markets. This third edition has been thoroughly updated and features new sections on multinational entrepreneurship, strategic challenges in the new economy, and international business strategy during globally disruptive events, including the COVID-19 pandemic. Students will benefit from updated case studies, improved learning features, and a wide range of online resources.

  • 9 - Reverse Innovation and the Role of Local Partners in Emerging Markets

  • from Part II - Types of Innovation in Emerging Markets
  • Edited by Fernanda Cahen, Lourdes Casanova, Cornell University, New York, Anne Miroux, Cornell University, New York
  • Book:
    Innovation from Emerging Markets
    Published online:
    15 March 2021
    Print publication:
    25 March 2021, pp 256-277

  • Summary

    The purpose of this chapter is to analyze the relationship of subsidiaries of multinational companies with local partners. The focus is on MNCs from advanced markets and their influence on the development of reverse innovations in emerging markets. Unlike the regular flow, reverse innovations consist of the development of new products, processes, and services created initially to meet the local demands of EMs, but that are later understood as fundamental by the multinational for generating gains of global competitive advantage, only to be disseminated to the headquarters and applied in developed markets. Through the use of statistical techniques in 113 subsidiaries of foreign multinationals operating in Brazil, we found that the quality of the relationship with local partners is significant, as it offers subsidiaries access to both local resources and the knowledge acquired by local partners. In addition, we found that innovations developed by subsidiaries were not restricted to them, thanks to the gains in competitive advantage they provide to headquarters and other units operating in developed markets. Finally, we point out that it is not only subsidiaries but also local partners who enjoy gains from such access, an indication of the strategic importance of quality relationships between local partners and subsidiaries in emerging markets for competitive gains on both ends.