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Over the last two decades, there have been considerable changes in the business environment because of the use of information technology, modern communication means, and market globalization. Because of these changes, competition augmented and each organization started to search for the most efficient use of resources to dominate markets or at least to keep their market shares. To manage organizations in such complicated environments, managers need a lot of imperative precious information. Some arguments have been made regarding the ability of accounting systems to provide the new information requirements. This stimulated a stream of studies in an attempt to improve accounting systems and accounting information to serve the new management requirements. Some of these studies merged the accounting with the organizations’ strategic management in a new theme called “Strategic Accounting”. This paper concentrates on the concept of Strategic Accounting (SA) as a field and demonstrates how strategic management approaches affect the information developed by accounting systems. The paper illustrates definitions of SA, SA development stages, approaches that merge accounting with strategic management, and the effect of each of these approaches on the information that accounting systems provide to support organizations’ strategic management.

This chapter proposes frugal eco-innovation as an eco-efficient way into which firms might shift their existing business models, exploring how firms are able to cut costs and reduce negative environmental impacts simultaneously.

This work introduces the concept of frugal eco-innovation based on numerous examples about how several European companies are adopting this management perspective. These examples are obtained from these companies’ public environmental reports.

A summary of how cost reduction could be achieved by firms on the basis of frugal eco-innovation; further, the pathway for how managers could achieve an effective implementation of frugal eco-innovation.

By developing frugal eco-innovation, managers are able to benefit from a management alternative that is ecologically sustainable and economically profitable.

This work highlights how frugal eco-innovation could benefit, on the one hand, firms via the achievement of cost reduction and, on the other hand, the society in general via the diminution of the negative environmental impacts generated by the business activity.

This work analyses a management orientation that could be implemented in order to shift business models towards a more ecological production, highlighting how firms are able to do more with less.

In this section, we offer a careful and systematic review of the theoretical and empirical studies relating to global mindset that have been published in books and peer-reviewed journals. This review includes studies that use differing terms to refer to the idea of global mindset but consider the same general concept. At the same time, we exclude studies that do not specifically pertain to global mindset but concentrate on such areas as global leadership, expatriates, and expatriation, even though they may focus on similar underlying themes found in the global mindset literature. We then identify two fundamental themes in the global mindset literature – cosmopolitanism and cognitive complexity – and use these concepts to develop a new integrative approach to global mindset.

This study examines the relations among management control systems (MCS), environmental uncertainty (EU), and organizational slack (OS). Given a firm's EU, managing OS requires the support of an appropriately designed MCS. Thus, for different levels of OS and EU, we examine two forms of MCS: budgetary control and performance measurement system encompassing both financial and nonfinancial measures. EU and OS were determined using archival data, and MCS data was obtained via a survey questionnaire to chief executive officers (CEOs). As hypothesized, the results show that, given firms’ EU, the two forms of control play distinct but different roles in managing OS.

Companies with global ambitions need to pay close attention to how innovation is achieved in India. In particular, corporate leaders still have much to learn about how this economic powerhouse is likely to develop in the coming decades and what strategy and innovation plays are most likely to be successful.

This “Masterclass” examines the lessons from three important recent books that offer valuable insights on how Indian businesses are addressing the innovation challenge: Conquering the Chaos by Ravi Venkatesan, former Chairman of Cummins India and Microsoft India, identifies the leadership blueprint for creating most value in this and similar emerging “VUCCA” markets. India Inside by Nirmalya Kumar and Phanish Puranam discovers a significant opportunity and challenge – India's rapid emergence as a global hub of innovation. Reverse Innovation by Vijay Govindarajan and Chris Trimble presents an alternative strategy to “glocalization” as a more promising way to drive global growth, using emerging markets like India as the innovation platform.

The article looks at why only 25 to 30 of the more than 1,300 major multinationals currently operating in India have made it into the “high-growth trajectory, market leadership” category within that country.

Every company with global ambitions would now be well advised to make to make innovation in India central to their own ambitions, so that they might become the global disruptors of the future not the victims.

While most of today's multinational CEOs see pursuing significant market participation in China as a “no-brainer,” rising, or failing to rise, to the challenge of India, with at least as much urgency and commitment, may turn out to be their most “defining” strategic legacy.

Purpose – The purpose of the paper is to advance knowledge on how firms should rethink and develop their innovation architecture by leveraging emerging market opportunities.Design/methodology/approach – The paper provides a conceptual framework comprising the drivers and consequences of innovation architecture across emerging and developed markets. It also highlights emerging market innovation characteristics using detailed examples.Findings/conclusions – Most of the future growth in the global economy will come from emerging markets. Successful global firms will have to rethink and develop their innovation architecture by leveraging innovations developed for emerging markets. By balancing the long-term costs and benefits of innovations in both developed and emerging markets, global firms can successfully reshape their innovation architecture.Practical implications – From a practical perspective, the paper provides guidelines to executives for managing innovation architecture across emerging and developed markets. Innovations appropriately developed and launched in emerging markets have the potential to expand global consumer base and increase shareholder value.Social implications – From a societal standpoint, the paper helps improve consumer welfare in emerging markets by offering a roadmap to develop safe, relevant, and affordable products for mainstream customers. Reverse innovations, developed primarily for emerging markets also benefit consumers in developed markets and enhance their social welfare.Value/originality – The paper provides an original theoretical contribution in an important and underexplored research area – emerging market innovation. It is the first to develop an in-depth analysis of innovation architecture, advance a conceptual framework of the role of emerging markets in the development and consequences of innovation architecture, and offer a roadmap for strategic management of innovation architecture. Academic researchers, practitioners, and policy makers will benefit from this paper.

Reverse innovation plays an important role in the innovation catch-up by latecomer enterprise. With the development of economic globalization, reverse innovation of the latecomer enterprise research has received increased attention day by day. The purpose of this paper is to reveal the key success factors and the realization mechanism of reverse innovation of the latecomer engineering and technical services enterprise.

This paper adopts the grounded theory analysis as the research method, by analyzing the phenomenon, collating the results, mining through the systematic data and verifying the theory temporarily. Therefore, it is ideal for the research to build the theory by analyzing the phenomenon. Before the serious coding begins, the reliability of coders is first examined. Coders extract some sample as the first test sample; then, three coders code according to the description and requirements and calculate the coding results according to the formulas that the noted scholar Holsti has proposed. Then, the authors perform the coding three times that include open coding, axial coding and selective coding, and then, the key factor model of reverse innovation of the engineering and technical service enterprise is refined.

The investigation reveals that technology localization, connection with the international market and industrial chain integration are the key success factors of reverse innovation of the latecomer engineering and technological service enterprise. Meanwhile, the latecomer enterprise gives full attention to local comprehensive comparative advantage to carry out technology localization during the reverse innovation. The diversified international coupling mechanism is an important support for technology localization. The engineering and technical service enterprise needs to pay attention to the service chain of the vertical integration in the process of reverse innovation.

The paper enriches the related research of reverse innovation based on a new industry and provides management support for innovation catch-up of the latecomer enterprises that have a big technological gap when compared with the multi-national companies.

This paper takes stock of past research in international management, zeroing in on the location, organization, and capabilities for innovation in a multinational enterprise. It then reviews current realities and identifies emergent trends of multinational enterprise innovation to outline avenues for future research. It puts forward the need for further exploration of issues, such as emerging markets as an innovation context and emerging multinationals' knowledge creation approaches, as well as the particularities of structuring for open innovation and capabilities for global knowledge sharing.