Lessons from low-cost healthcare innovations for the Base-of the Pyramid markets: How incumbents can systematically create disruptive innovations
Research output: Contributions to collected editions/works › Chapter
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Lead Market India: Key Elements and Corporate Perspectives for Frugal Innovations. ed. / Cornelius Herstatt; Rajnish Tiwari. Springer International Publishing, 2017. p. 119-144.
Research output: Contributions to collected editions/works › Chapter
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TY - CHAP
T1 - Lessons from low-cost healthcare innovations for the Base-of the Pyramid markets: How incumbents can systematically create disruptive innovations
AU - Ramdorai, Aditi
AU - Herstatt, Cornelius
PY - 2017
Y1 - 2017
N2 - This study investigates the phenomenon of disruptive innovation at the base of India’s economic pyramid. We analyze firms’ ability to successfully drive disruptive innovations from within the organization through the lens of organizational ambidexterity. While consensus exists on the need for ambidexterity, the underlying mechanisms remain under-theorized. We seek to address this general gap in the research of organizational ambidexterity. This work looks at the mechanisms of ambidexterity at GE Healthcare to help explain its ability in successfully hosting sustaining and disruptive innovations from within its boundaries. This work contributes to the emerging disruptive innovation theory, by exploring organizational designs required by incumbent firms to deal with strategic challenges associated with disruptive innovations in the context of BOP markets. It also contributes to organizational ambidexterity theory by providing substantial empirical evidence from the GE Healthcare case to show how a company has adopted an ambidextrous design to deal with hosting contradictory innovation types.
AB - This study investigates the phenomenon of disruptive innovation at the base of India’s economic pyramid. We analyze firms’ ability to successfully drive disruptive innovations from within the organization through the lens of organizational ambidexterity. While consensus exists on the need for ambidexterity, the underlying mechanisms remain under-theorized. We seek to address this general gap in the research of organizational ambidexterity. This work looks at the mechanisms of ambidexterity at GE Healthcare to help explain its ability in successfully hosting sustaining and disruptive innovations from within its boundaries. This work contributes to the emerging disruptive innovation theory, by exploring organizational designs required by incumbent firms to deal with strategic challenges associated with disruptive innovations in the context of BOP markets. It also contributes to organizational ambidexterity theory by providing substantial empirical evidence from the GE Healthcare case to show how a company has adopted an ambidextrous design to deal with hosting contradictory innovation types.
KW - Management studies
U2 - 10.1007/978-3-319-46392-6_6
DO - 10.1007/978-3-319-46392-6_6
M3 - Chapter
SN - 978-3-319-46390-2
SN - 978-3-319-83509-9
SP - 119
EP - 144
BT - Lead Market India
A2 - Herstatt, Cornelius
A2 - Tiwari, Rajnish
PB - Springer International Publishing
ER -