Figure 3 - available via license: CC BY
Content may be subject to copyright.
Source publication
With the internationalization of firms from emerging-markets, the upgradation along the global value chain of emerging-market multinational enterprises (EMNEs) has attracted the attention of academics and industries. However, the role of upgradation of EMNEs in a host country to the transition of EMNEs in the home country is ignored. This study exp...
Contexts in source publication
Context 1
... information in the Section 4 suggests that, based on the key activities and location, internationalization along the global value chain of Company S (including Company S-Shaoxing and Company S-Germany) can be divided into three stages, as shown in Figure 3. The available competences, resources/knowledge, business environment, learning/technology transfer, and the market locations of Company S in each stage are summarized in Table 1. ...
Context 2
... the second stage, Company S-Shaoxing provided PV products to domestic and foreign markets, while Company S-Germany worked in foreign markets to develop PV electricity generation, as shown in Figure 3 and Table 1. In this stage, through the cooperation of two subsidiaries, Company S-Germany finished more than 10 PV electricity generation projects in Germany, Italy, Romania, Denmark, and so on. ...
Context 3
... internationalization process of company S was specific: it set up a service company in a foreign country, not an acquisition, nor a sale, as shown in Figure 3, thus differing from the traditional internationalization process of Chinese firms, which involves moving from domestic markets to foreign markets, and from production in China to production in China and in foreign countries, as Lund mentioned [19]. Although some Chinese firms have subsidiaries that provide engineering services and conduct engineering projects in Europe and other regions for their customers, these are still not as same as those of Company S. The subsidiary of Company S in Germany is not only a customer of Company S in Shaoxing, but the owner of the PV electricity generation projects, not just a contractor for those projects. ...
Context 4
... with the internationalization process proposed by Lund [19], the internationalization process (Figure 3) emphasizes the establishment of an internal market in stage 2 and businesses in the upstream part of the value chain rather than production in a foreign market. As presented in this case, the Company S Group established a production base overseas to engage in foreign production and then later achieved global production in stage 3 rather than stage 2. We assume one of the main reasons for the difference from Lund's model is because Chinese PV firms, like Company S in the case, were export-oriented before the antidumping and other trade conflicts. ...
Context 5
... first, the firm exporting components to the foreign countries is promoted to be a firm whose subsidiary is offering the engineering projects, operations, and services in the host countries and other foreign countries. It could be recognized as the international upgradation stage 1 in Figure 5: from the exporting of components from the firm in the home country (such as the first stage in Figure 3) to the exporting of also providing the complete package of components, engineering services, and the operation of the final product (such as PV plants at the second stage in Figure 3). Then, the development of the subsidiary in the host country advances the transition of firm in the home country (such as the third stage in Figure 3), as shown in the international upgradation stage 2 in Figure 5. ...
Context 6
... first, the firm exporting components to the foreign countries is promoted to be a firm whose subsidiary is offering the engineering projects, operations, and services in the host countries and other foreign countries. It could be recognized as the international upgradation stage 1 in Figure 5: from the exporting of components from the firm in the home country (such as the first stage in Figure 3) to the exporting of also providing the complete package of components, engineering services, and the operation of the final product (such as PV plants at the second stage in Figure 3). Then, the development of the subsidiary in the host country advances the transition of firm in the home country (such as the third stage in Figure 3), as shown in the international upgradation stage 2 in Figure 5. ...
Context 7
... could be recognized as the international upgradation stage 1 in Figure 5: from the exporting of components from the firm in the home country (such as the first stage in Figure 3) to the exporting of also providing the complete package of components, engineering services, and the operation of the final product (such as PV plants at the second stage in Figure 3). Then, the development of the subsidiary in the host country advances the transition of firm in the home country (such as the third stage in Figure 3), as shown in the international upgradation stage 2 in Figure 5. The international upgradation stage 2 in Figure 5 emphasizes the process of internal product markets and technology transfer, which are approaches to upgrading and interaction between partners. ...
Citations
... The seventh study work shows the ambidexterity in external knowledge search strategies and innovation performance with the entrepreneurship leading culture for open innovation dynamics in addition to the perspective of demand-side open innovation [113,114]. ...
Culture, in its various forms, has always been a critical driver of innovation. This paper focuses on generating some insights into the role of "culture for open innovation dynamics". First, because the requirement to understand culture, which can control open innovation complexity, has been augmented, we want to answer the following research question in this study: How can we define or organize "culture for open innovation dynamics", which can motivate open innovation dynamics, and control open innovation complexity? Second, we propose a concept model of culture for open innovation dynamics by reviewing the literature on the culture of firms in terms of their traits, organization, static innovation, and dynamic aspects regarding their innovation in entrepreneurship, and we validate said model through an indirect social experiment using the research results of 23 Special Issue papers. Third, the concept model of culture for open innovation dynamics is explained as the interaction between three different entrepreneurship dimensions: Entrepreneurship of novice entrepreneurs, intrapreneurship of employees of an existing firm, and organizational entrepreneurship by the firm itself. According to the balance of three sub-entrepreneurship types, culture for open innovation dynamics can have different aspects, namely, entrepreneurship leading culture for open innovation dynamics, intrapreneurship leading culture for open innovation dynamics, or organizational entrepreneurship leading culture for open innovation dynamics. This paper helps organizations and entrepreneurs to better understand the role that culture plays in boosting open innovation dynamics.
As the solar photovoltaic market booms, so will the volume of photovoltaic (PV) systems entering the waste stream. The same is forecast for lithium-ion batteries from electric vehicles, which at the end of their automotive life can be given a second life by serving as stationary energy storage units for renewable energy sources, including solar PV. The main objective of this paper is to systematically review the “state-of-the-art” research on the solar PV value chain (i.e., from product design to product end-of-life), including its main stages, processes, and stakeholder relationships, in order to identify areas along the value chain where circular strategies could be implemented, thereby advancing the transition of the PV industry towards circularity. To achieve this goal, we conducted a systematic literature review of 148 peer-reviewed articles, published in English between 2000 and 2020. Results show the PV value chain has been studied from a forward flow supply chain perspective and mostly from a technological point of view, with little regard for circular design, circular business models, and PV reuse. This article thus takes an integrated value chain perspective, introduces some of the barriers to circularity that industry players face, and argues that these barriers represent future opportunities for incumbent and new entrants to innovate within a circular PV industry.
This research investigates the role of local governments in stimulating an emerging industry and focuses on the specific growth of the new energy vehicle industry in Hangzhou, China. This research confirms that enabling firms to access emerging technology, acquire financial support, and touch customers and/or suppliers are critical to foster the emergence and development of industries. Moreover, the primary contribution of this study is to emphasize the support of the local government in the development of emerging industries on the perspective of the creation of a large-scale market demand. The creation of large-scale market demand may inspire actors to be proactive in responding to these incentives; thus, public and private actions may help increase the accessibility to technology, infrastructure, and finances. Hence, a market-oriented policy that incentivizes the creation and expansion of market demand among diverse public and private actors should be seen as the key issue for the emergence and growth of emerging industries. Policies should also be adopted promptly with the development of the market.
