Innovation for Inclusive Growth: Towards a Theoretical Framework and a Research Agenda
TL;DR: In this paper, the authors define the concept of "inclusive innovation" as "innovation that benefits the disenfranchised" and outline opportunities for the development of theory and empirical research around this construct in the fields of entrepreneurship, strategy and marketing.
Abstract: Inclusive innovation, which we define as innovation that benefits the disenfranchised, is a process as well as a performance outcome. Consideration of inclusive innovation points to inequalities that may arise in the development and commercialization of innovations, and also acknowledges the inequalities that may occur as a result of value creation and capture. We outline opportunities for the development of theory and empirical research around this construct in the fields of entrepreneurship, strategy, and marketing. We aim for a synthesis in views of inclusive innovation and call for future research that deals directly with value creation and the distributional consequences of innovation.
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TL;DR: In this article, the authors present a special research forum on "Grand Challenges" which are formulations of global problems that can be plausibly addressed through coordinated and collaborative effort through management research.
Abstract: “Grand challenges” are formulations of global problems that can be plausibly addressed through coordinated and collaborative effort. In this Special Research Forum, we showcase management research ...
856 citations
Cites background from "Innovation for Inclusive Growth: To..."
...…barriers (e.g., caste or stigmatized communities), technological barriers (e.g., Internet or medical access), and structural barriers (e.g., poverty) are the root causes of disenfranchisement and disengagement from mainstream socioeconomic progress andwell-being (e.g., George et al., 2012)....
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TL;DR: In this article, a review of 100 scholarly articles and 27 grey sources drawn from the period of the three Earth Summits (1992, 2002 and 2012), the authors address four specific deficiencies that have given rise to these limitations: the meaning of SOI, how it has been conceptualized, its treatment as a dichotomous phenomenon and a general failure to reflect more contemporary practices.
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.
817 citations
Cites background from "Innovation for Inclusive Growth: To..."
...A variety of conceptualizations exist (Blättel-Mink 1998; Blowfield et al. 2007; BosBrouwers 2010; Elkington 1994; Fussler and James 1996; George et al. 2012; Gladwin et al. 1995) and a confusing array of labels applied to (aspects of) the phenomenon, including, but not exhaustively: corporate…...
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...A variety of conceptualizations exist (Blättel-Mink 1998; Blowfield et al. 2007; BosBrouwers 2010; Elkington 1994; Fussler and James 1996; George et al. 2012; Gladwin et al. 1995) and a confusing array of labels applied to (aspects of) the phenomenon, including, but not exhaustively: corporate social responsibility; green-, eco- or ecological innovation; social environmental management; and responsible innovation (Carroll and Shabana 2010; Owen et al....
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TL;DR: In this article, the authors bring together some of the latest scholarship from the marketing and information systems disciplines to advance theoretical developments on service innovation in a digital age, which challenges us to question conventional approaches that construe service as a distinctive form of socioeconomic exchange and to reconsider what service means and thus how service innovation may develop.
Abstract: Over the last decade, there has been an increasing focus on service across socioeconomic sectors coupled with transformational developments in information and communication technologies (ICTs). Together these developments are engendering dramatic new opportunities for service innovation, the study of which is both timely and important. Fully understanding these opportunities challenges us to question conventional approaches that construe service as a distinctive form of socioeconomic exchange (i.e., as services) and to reconsider what service means and thus how service innovation may develop. The aim of this special issue, therefore, is to bring together some of the latest scholarship from the Marketing and Information Systems disciplines to advance theoretical developments on service innovation in a digital age.
765 citations
Cites background from "Innovation for Inclusive Growth: To..."
...Research on innovation in emerging economies is gaining ground in management studies generally and in fields such as strategy, information systems, and marketing (see George et al. 2012)....
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TL;DR: In this paper, the authors highlight the contextual differences between the East and the West in terms of institutions, philosophies, and cultural values and how they are manifest in contemporary management practices and provide directions for future research and encourage an agentic view to creating new theories and paradigms.
Abstract: Management scholarship has grown tremendously over the past 60 years. Most of our paradigms originated from North America in the 1950s to the 1980s, inspired by the empirical phenomena and cultural, philosophical, and research traditions of the time. Here following, we highlight the contextual differences between the East and the West in terms of institutions, philosophies, and cultural values and how they are manifest in contemporary management practices. Inspired by theory development in management studies over time, we offer insights into the conditions facilitating new theories, and how these might apply to emergent theories from the East. We discuss the contributions of the six papers included in this special research forum as exemplars of integrating Eastern concepts and contexts to enrich existing management theories. We highlight the difficulty with testing Eastern constructs as distinct from Western ones by discussing the properties of equivalence, salience, and infusion in constructs. We provide directions for future research and encourage an agentic view to creating new theories and paradigms.
307 citations
Cites background from "Innovation for Inclusive Growth: To..."
...Likewise, a recent special issue invited papers on new business models in emerging economies aiming at social goals in terms of serving the poor (George et al., 2012), but this also led to few novel concepts and theories....
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TL;DR: For example, the authors in this article propose that the greatest challenge to business in Africa stems from the persistence of institutional voids, understood as the absence of market-supporting institutions, specialized intermediaries, contractenforcing mechanisms, and efficient transportation and communication networks.
Abstract: Africa is beginning to capture the imagination of entrepreneurs, corporate executives, and scholars as an emerging market of new growth opportunities. Over 15 years, the continent has experienced an average growth rate of 5% (World Economic Forum, 2015: v). Out of its 54 countries, 26 have achieved middleincome status, while the proportion of those living in extreme poverty has fallen from 51% in 2005 to 42% in 2014 (African Development Bank, 2014a: 49). Although there are regional differences, the primary drivers of growth have been rapidly emerging consumer markets, regional economic integration, investment in infrastructure, technological leap-frogging, and the opening up of new markets, especially in the service sector. African economies also face commensurate challenges. Across the continent, economies remain largely agrarian, underpinned by resource-driven growth and still dominated by the informal sector. But what is it about the context that makes Africa such fertile territory for management scholarship? Disciplines Management Sciences and Quantitative Methods This journal article is available at ScholarlyCommons: https://repository.upenn.edu/mgmt_papers/185 Bringing Africa In: Promising Directions for Management Research Gerard George, Singapore Management University Christopher Corbishley, Imperial College London Jane N. O. Khayesi, University of Essex Martine R. Haas, University of Pennsylvania Laszlo Tihanyi, Texas A&M University Published in Academy of Management Journal, 2016 April, 59 (2), 377-393. http://doi.org/10.5465/amj.2016.4002 Africa is beginning to capture the imagination of entrepreneurs, corporate executives, and scholars as an emerging market of new growth opportunities. Over 15 years, the continent has experienced an average growth rate of 5% (World Economic Forum, 2015: v). Out of its 54 countries, 26 have achieved middleincome status, while the proportion of those living in extreme poverty has fallen from 51% in 2005 to 42% in 2014 (African Development Bank, 2014a: 49). Although there are regional differences, the primary drivers of growth have been rapidly emerging consumer markets, regional economic integration, investment in infrastructure, technological leap-frogging, and the opening up of new markets, especially in the service sector. African economies also face commensurate challenges. Across the continent, economies remain largely agrarian, underpinned by resource-driven growth and still dominated by the informal sector. But what is it about the context that makes Africa such fertile territory for management scholarship? The greatest challenge to business in Africa stems from the persistence of institutional voids, understood as the absence of market-supporting institutions, specialized intermediaries, contractenforcing mechanisms, and efficient transportation and communication networks (Khanna & Palepu, 2013). In order to be successful, the private sector that generates 90% of employment, two-thirds of investment, and 70% of economic output on the continent needs to cope with the challenges presented by undeveloped market institutions and missing infrastructure (African Development Bank, 2013: 34). Nevertheless, several new trends in recent years have been changing the ways business is done in Africa. The rapid expansion of information and communication networks—specifically, mobile technology—has provided tremendous new opportunities. By 2025, half of the people on the continent will have Internet access, connecting them to services in health care, education, finance, retail, and government (McKinsey Global Institute, 2010). Instead of playing catch-up, entrepreneurs in Africa are “hacking” existing infrastructure gaps through technology, connecting Africans to new goods and services (e.g., mobile applications for activities ranging from private security in Ghana and monitoring patients in Zimbabwe to cattle herding in Kenya and connecting dirty laundry to itinerant washerwomen in Uganda). Inventive approaches to delivering new sources of value creation go hand in hand with Africa’s surprising demographics, where over half of the continent’s 1.1 billion population are currently under the age of 25. This unprecedented population growth will lead to a projected increase in the workforce of nearly 450 million between 2010 and 2035. The diversity of the African context is captured in Table 1, which outlines some of the human, economic, and institutional development indicators in a select set of countries. TABLE 1: Human, Economic, and Institutional Development in Ten Countries from Africa’s Five Regions Region and Country Populationa GDP per capitaa GDP per capita growth (%)a Openness (trade)a Human dev. (rank)b Econ. freedom (rank)c Political rightsd Civil libertiesd Corruption (rank)e
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TL;DR: In this article, the authors draw on recent progress in the theory of property rights, agency, and finance to develop a theory of ownership structure for the firm, which casts new light on and has implications for a variety of issues in the professional and popular literature.
49,666 citations
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
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TL;DR: In this paper, the authors explore the usefulness of analyzing firms from the resource side rather than from the product side, in analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested.
Abstract: Summary The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested. These tools are then used to highlight the new strategic options which naturally emerge from the resource perspective.
18,677 citations
01 Mar 2010
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Book•
01 Jan 1984TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.
17,404 citations