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Business Model Innovation in the Chinese Wind Power Industry: The Case of Goldwind in the Emerging Economy of Africa
Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).ORCID iD: 0000-0002-5849-1442
Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2). Shanghai Dianji University Shanghai, China.ORCID iD: 0000-0003-2111-5977
2013 (English)In: Strategic Management Forum 2013: The Internationalization Strategy of Chinese Firms – Dialogue Between Entrepreneurs and Scholars, Euromed Management/KEDGE Business School – Shanghai Jiaotong University, Shanghai: Shanghai Jiaotong University , 2013, [29]-[29] p.Conference paper (Refereed)
Abstract [en]

With the rise of emerging economy (EEs) as main engine of global growth, the intensified competition in the wind energy industry and internationalization to EEs, enterprises need to rethink and innovate their business models in order to succeed. The overall purpose of this article is to explore the drivers of business model innovation (BMI) in emerging-country multinational enterprises (EMNEs) in the context of an EE market, particularly in the wind energy industry and with special focus on inclusive business activities. For this purpose a single case study of Goldwind (China), one of the most important actors in the wind power industry, was applied. The results of this research show that to gain a competitive advantage in EEs requires capabilities to deal with the specific EEs related drivers of change: 1) fast growth and high demand combined with high uncertainty; 2) lower level of market-oriented socioeconomic development; 3) stronger governmental influence on the market; and 4) the need for simple, cheap and easy to maintain technologies. Therefore, it is important that managers position their enterprises in the EEs first as local players and only then as multinationals. Our study indicates that future research should focus on the main elements and the drivers of change that would shape BMI by adding new variables, specifically related to EE.

Place, publisher, year, edition, pages
Shanghai: Shanghai Jiaotong University , 2013. [29]-[29] p.
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:hh:diva-23996OAI: oai:DiVA.org:hh-23996DiVA: diva2:665207
Conference
Strategic Management Forum 2013: The Internationalization Strategy of Chinese Firms - Dialogue Between Entrepreneurs and Scholars, Shanghai Jiaotong University, Shanghai, China, August 23, 2013
Available from: 2013-11-19 Created: 2013-11-19 Last updated: 2014-11-04Bibliographically approved

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