Bastian Widenmayer

Bio: Bastian Widenmayer is an academic researcher from University of St. Gallen. The author has contributed to research in topics: Emerging markets & Open innovation. The author has an hindex of 5, co-authored 8 publications receiving 592 citations.

Frugal Innovation in Emerging Markets

Abstract: OVERVIEW:The quality and number of innovations developed by multinational companies from emerging countries is increasing dramatically. In particular, frugal innovations—“good-enough,” affordable products that meet the needs of resource-constrained consumers—have created tremendous demand in emerging markets. While the development of such products has largely been the domain of local corporations in emerging countries, Western corporations have recently started to engage in frugal innovation as well. This is a difficult task for Western firms, however, because their business models and organizational structures are traditionally designed for the development of advanced products for the affluent few at the top of the economic pyramid. Using Swiss weighing-instrument manufacturer Mettler Toledo as a case example, this article suggests that frugal innovations are largely developed by local R&D subsidiaries of Western firms in emerging countries. A substantial degree of autonomy for those local R&D subsidiari...

Opening science: towards an agenda of open science in academia and industry

Abstract: The shift towards open innovation has substantially changed the academic and practical understanding of corporate innovation. While academic studies on open innovation are burgeoning, most research on the topic focuses on the later phases of the innovation process. So far, the impact and implications of the general tendency towards more openness in academic and industrial science at the very front-end of the innovation process have been mostly neglected. Our paper presents a conceptualization of this open science as a new research paradigm. Based on empirical data and current literature, we analyze the phenomenon and propose four perspectives of open science. Furthermore, we outline current trends and propose directions for future developments.

Organising for reverse innovation in Western MNCs: the role of frugal product innovation capabilities

Abstract: The burgeoning phenomenon of reverse innovation – i.e., innovations which are adopted first in the developing world – has attracted much academic and managerial attention. However, while existing literature has extensively discussed the risks and opportunities of reverse innovation for Western multinational companies (MNCs), there is little empirical insight into the question of how reverse innovation is organised in the firm. This article investigates how Western MNCs of the healthcare and electronics industries organise their international R&D for reverse innovation. Based on the insights of four case studies, we find that the location of the product mandate (i.e., at the headquarters or the subsidiary) is independent of the MNC’s ability to generate reverse innovation. In contrast, we find that the design and development of reverse product innovations are always located in the MNC’s subsidiary based in a resource-constrained environment. We argue that the development of frugal product innovation capabilities is a critical success factor in the development of reverse innovation. The article holds important implications for theory and management practice.

Implementing radical innovation in the business: the role of transition modes in large firms

Abstract: Extensive research has emphasized the relevance and importance of separating explorative from exploitative activities within firms. Recently, several scholars have argued that, in order to be successful, the outcomes of such structurally separated explorative activities need to be integrated in the operational business units of the firm. Nevertheless, detailed research on how such integration can be realized is lacking. Based on in-depth case studies of seven large multinational, technology intensive companies, we find five transition modes on how interfaces between radical innovation units and operational business are managed effectively as a means to implement radical innovation on a company level: (1) external validating; (2) liaison channeling; (3) showcasing innovation; (4) network building; and (5) integrative innovation planning.

Sustainability‐oriented Innovation: A Systematic Review

Abstract: This article is intended as a contribution to the ongoing conceptual development of Sustainability-Oriented Innovation (SOI) and provides initial guidance on becoming and being sustainable. We organize and integrate the diverse body of empirical literature relating to SOI and, in doing so, develop a synthesized conceptual framework onto which SOI practices and processes can be mapped. SOI involves making intentional changes to an organization’s philosophy and values, as well as to its products, processes or practices to serve the specific purpose of creating and realising social and environmental value in addition to economic returns. A critical reading of previous literature relating to environmental management and sustainability reveals how little attention has been paid to SOI and what exists is only partial. In a review of 100 scholarly articles and 27 grey sources drawn from the period of the three Earth Summits (1992, 2002 and 2012), we address four specific deficiencies that have given rise to these limitations: the meaning of SOI, how it has been conceptualised, its treatment as a dichotomous phenomenon and a general failure to reflect more contemporary practices. We adopt a framework synthesis approach involving first constructing an initial architecture of the landscape grounded in previous studies which is subsequently iteratively tested, shaped, refined and reinforced into a model of SOI with data drawn from included studies: so advancing theoretical development in the field of SOI.

Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Abstract: textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits

Abstract: The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits Pearson Education Inc., Wharton School Publishing, Upper Saddle River, New Jersey, 2004; Pages: 432; Price: US $ 29.99; ISBN: 0-13-146750-6. The treasure lying at the bottom of the world's economic pyramid, attracts companies with unimaginable prospects and profits. The economic pyramid of the world contains more than 400 crores of population at the bottom whose earnings and spendings per capita are low, but as an aggregate, are much larger than they are perceived to be. Hence, it is high time for the corporate managers to make an effort to locate the Alibaba's treasure lying hidden at the Bottom of the Pyramid (BOP). Broadly, the characteristics and spending patterns of the BOP segment are different as compared to the other segments of the society. In the high and medium range markets, consumers are able to buy bigger packages of consumables such as a 10 kg packet of detergents so that they need not shop frequently. But low-end BOP consumers do not have so much disposable cash to buy in bulk and store. Hence, it is suggested that this segment be provided with "single serve" packages. Already in India, 30% of personal care and other consumables such as shampoo, tea, and cold medicines are sold in single serve packages and most single serve packages are priced at one rupee. Hindustan Lever Limited offers Clinic Plus shampoo priced at 50 Paisa. The major differences between the Bottom of the Pyramid and the Top of the Pyramid markets are differences in buying habits and cultural differences. The Bottom of the Pyramid is characterized by a low brand consciousness due to low economic position, and is mostly need driven. Major emerging BOP markets in the world, including China, India, Mexico, Russia, Brazil, South Africa, Thailand, Turkey and Indonesia, with a combined population of about 300 crores, represent 70% of the world BOP population. Such a huge jumbo size BOP market promises intense marketing opportunities for the companies. THE BOOK UNDER REVIEW Part 1 of the book emphasizes the development of an appropriate framework for the active engagement of the private sector at the BOR It provides the basis for a profitable win-win situation for all stake holders involved in the process of catering to BOP markets. Part 2 describes 12 cases, in a variety of businesses where BOP is becoming an active market and is bringing benefits to its customers far beyond offering just products. Part 3 contains stories in video form-an attempt to present the prospects and prosperity underlying the BOP markets, and to bring the BOP markets into limelight. Around 100 hrs of video was collected as part of the research. The book specifies workable solutions for serving huge population lying at the bottom of the world's economic pyramid. Even with NGOs working tirelessly and government support and international aid being circulated heavily, the problem of poverty still persists. According to the author, the main reason for this situation is that the private sector, which is huge and potentially capable of solving any problem in the world, is practically not involved. The concept of 'Bottom of the Pyramid" is explained in this book. The World's Economic Pyramid contains wealthy people at the top with high spending capacities and habits. But the size of this segment is very small i.e., only about 7.5 to 10 crores of 600 crores plus population, whereas more than 400 crores of population live at the bottom of the pyramid earning less than $2 per day and in India alone around 40 crores of people earn less than Rs. 90 per day. The author opines that, to effectively serve this BOP market, instead of old and tried solutions, continuous innovation and a paradigm shift in the thinking process of the private sector is needed. THE BOOK PRESENTS CASES OF COMPANIES THAT ARE INVOLVED IN BOP MARKETING * The Solar Electric Light Fund (SELF): It established the Solar Electric Light Company (SELCO) in 1995 to market, install, and serve the Solar Home Systems (SHS) in south India. …