Reinventing strategies for emerging markets: beyond the transnational model

By T. London, S. Hart. 2004

1,587 citations recorded by the source corpus.

Subfields: Development, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4f2e3e917c7723eaaff6c7f9f89610c975c688e2

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In Development

In Strategy and Management

Citations in the corpus

11 Postcards from the Edge (2007, background): “These scholars argue that organizational and cognitive factors cause managers to systematically undervalue the market potential of the world's 4 billion poorest people ( London & Hart, 2004 ; Prahalad & Hammond, 2002 ).”
What is Frugal, What is Innovation? Towards a Theory of Frugal Innovation (2012, neutral): “This large segment poses a challenge for multinational corporations (Prahalad, 2005), entrepreneurs (London and Hart, 2004), and governments (Sachs, 2006) alike to provide affordable solutions that help mitigate poverty and its consequences.”
Corporate entrepreneurship: Current research and future directions (2009, background): “Local knowledge may enable subsidiaries to identify new market opportunities that the parent company cannot achieve directly (London and Hart, 2004).”
Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View (2007, background): “Case studies used to illustrate doing business at the BOP have demonstrated that the poor are “willing” to consume (London & Hart, 2004; Prahalad, 2004).”
Entrepreneurship in Emerging Markets (2011, background): “London and Hart 2004 ) and how established local firms in emerging markets can respond to MNCs (e.g.”
Scaling Social Impact: Building Sustainable Social Ventures at the Base-of-the-Pyramid (2014, background): “Social ventures in emerging economies play a fundamental role in addressing market failures (Prahalad 2005; Short, Moss, and Lumpkin 2009; Zahra et al. 2008; London and Hart 2004).”
The institutional context of poverty: State fragility as a predictor of cross‐national variation in commercial microfinance lending (2014, background): “Given the multiple channels through which small loans can be extended, the microfinance industry is better defined as an innovation in the business model rather than in the product per se (London and Hart, 2004).”
Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach (2010, positive): “For this, the organization needs to search for and create new business models that add value in the specific context of the transition economy (London and Hart, 2004; Prahalad, 2004).”
Crafting Sustainable Development Solutions: Frugal Innovations of Grassroots Entrepreneurs (2016, background): “As Kaplinsky [14] has suggested, grassroots innovators and their innovations arising from within the BOP might have a tremendous impact not only in terms of serving unmet and ignored consumer needs, but also longer term impacts through enhanced productivity, sustainability, poverty reduction and pro”
Three frames for innovation policy: R&D, systems of innovation and transformative change (2018, background): “Nonetheless, ideas from this social movement have recently re-appeared in writings about frugal innovation (Radjou, Prabhu and Ahuja, 2012), innovation from the bottom of the pyramid (London and Hart, 2004), and inclusive innovation (Chataway, Hanlin and Kaplinksy, 2014).”
Sustainable Supply Chain Management in "Base of the Pyramid" Food Projects - A Path to Triple Bottom Line Approaches for Multinationals? (2013, background): “Exemplary cases refer to innovative business ideas (e.g., Prahalad and Hart, 2002; London and Hart, 2004), to new partners taking over vital roles in the supply chain, for example, as facilitators of mutual commitment and common codes as pre-conditions of developing and deploying co-creation capabil”
Corporate Social Responsibility at the Base of the Pyramid (2013, methodology): “For example, Prahalad and Hart (2002) define the BoP as 4 billion people living on less than $1500 per year and this figure is used by Anderson and Markides (2007), London and Hart (2004), and Seelos and Mair (2007).”
Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity (2009, background): “suggests that findings from developed economies may not be generalized directly to transition economies (Arnold & Quelch, 1998; London & Hart, 2004 ).”
Infrastructure or foreign direct investment?: An examination of the implications of MNE strategy for economic development (2009, background): “…a number of scholars can be seen in a broader context which is witnessing a more nuanced and critical evaluation of the development impact of MNEs in LDCs (Ghauri & Buckley, 2002, 2006; Ghauri & Cao, 2006; Kolk & van Tulder, 2006; London & Hart, 2004; O’Brien & Beamish, 2006; Yamin & Ghauri, 2004).”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, positive): “…on emerging economies calls for more strategic attention and new business models built on how to profit from the bottom of the global economic pyramid, that is, the four billion people each making less than $2000 a year (Hart and Milstein, 1999; London and Hart, 2004; Prahalad and Hammond, 2002).”
Building innovation capability: The role of top management innovativeness and relative-exploration orientation (2017, neutral): “This willingness is more important if the firm competes in a newmarket lacking an establishedmarket structure andmustmeet new needs rather than those met by traditional marketing offerings (London & Hart, 2004).”