Tapping emerging markets for innovative knowledge acquisition strategies: Can internal R&D efforts be blended with external knowledge with minimal resistance?

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper uncovers the optimal conditions for maximizing the impact of internal R&D and external knowledge acquisition on innovation performance in emerging markets. The conditions transpired to be a high level of managerial open-mindedness to externally gained knowledge, a high-performing organization, fewer administrative pressures, and the company possessing adequate financial resources for applying any externally gained knowledge to improve innovation performance. These conditions help mitigate the emerging market challenges that can otherwise offset the value sought by conducting internal R&D and external knowledge acquisition sequentially, as without carefully managerial attention these activities ultimately displace each other’s innovative effects.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Tapping emerging markets for innovative knowledge acquisition strategies: Can internal R&D efforts be blended with external knowledge with minimal resistance?", Strategic Direction, Vol. 36 No. 7, pp. 31-33. https://doi.org/10.1108/SD-04-2020-0082