Innovation and creativity at the bottom of the pyramid

Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries. Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Lehikoinen, Lauri Erik [verfasserIn] Lundh, Amanda [verfasserIn] Meert, Louis [verfasserIn] Waeingnie, Kevan [verfasserIn] Bentsen, Nina [verfasserIn] Norbye, Ida B. T. [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2018

Übergeordnetes Werk:	Enthalten in: International journal of business and economic sciences applied research - Kavala : [Verlag nicht ermittelbar], 2015, 11(2018), 1, Seite 13-25
Übergeordnetes Werk:	volume:11 ; year:2018 ; number:1 ; pages:13-25

Links:	Volltext Volltext Volltext

DOI / URN:	10.25103/ijbesar.111.02

Katalog-ID:	1019844744

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allfields	10.25103/ijbesar.111.02 doi 10419/185677 hdl (DE-627)1019844744 (DE-599)GBV1019844744 DE-627 ger DE-627 rda eng C32 E52 E58 jelc Lehikoinen, Lauri Erik verfasserin aut Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries. Lundh, Amanda verfasserin aut Meert, Louis verfasserin aut Waeingnie, Kevan verfasserin aut Bentsen, Nina verfasserin aut Norbye, Ida B. T. verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 11(2018), 1, Seite 13-25 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:11 year:2018 number:1 pages:13-25 http://hdl.handle.net/10419/185677 Resolving-System kostenfrei Volltext https://doi.org/10.25103/ijbesar.111.02 Resolving-System kostenfrei Volltext http://ijbesar.teiemt.gr/docs/volume11_issue1/innovation_creativity.pdf Verlag kostenfrei Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER zbwolc20180616 AR 11 2018 1 13-25 26 01 0206 1767581424 x1z 30-04-18 2403 01 DE-LFER 348024095X 00 --%%-- --%%-- n --%%-- l01 30-05-19 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.111.02 26 00 DE-206 56 Bottom of the Pyramid (B.o.P) 26 00 DE-206 56 4A perspective 26 00 DE-206 56 Triple Bottom Line (TBL) 26 00 DE-206 56 disruptive innovations 26 00 DE-206 56 creativity 26 00 DE-206 56 Solvatten 26 00 DE-206 56 MicroStart 26 00 DE-206 56 Easypaisa
spelling	10.25103/ijbesar.111.02 doi 10419/185677 hdl (DE-627)1019844744 (DE-599)GBV1019844744 DE-627 ger DE-627 rda eng C32 E52 E58 jelc Lehikoinen, Lauri Erik verfasserin aut Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries. Lundh, Amanda verfasserin aut Meert, Louis verfasserin aut Waeingnie, Kevan verfasserin aut Bentsen, Nina verfasserin aut Norbye, Ida B. T. verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 11(2018), 1, Seite 13-25 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:11 year:2018 number:1 pages:13-25 http://hdl.handle.net/10419/185677 Resolving-System kostenfrei Volltext https://doi.org/10.25103/ijbesar.111.02 Resolving-System kostenfrei Volltext http://ijbesar.teiemt.gr/docs/volume11_issue1/innovation_creativity.pdf Verlag kostenfrei Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER zbwolc20180616 AR 11 2018 1 13-25 26 01 0206 1767581424 x1z 30-04-18 2403 01 DE-LFER 348024095X 00 --%%-- --%%-- n --%%-- l01 30-05-19 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.111.02 26 00 DE-206 56 Bottom of the Pyramid (B.o.P) 26 00 DE-206 56 4A perspective 26 00 DE-206 56 Triple Bottom Line (TBL) 26 00 DE-206 56 disruptive innovations 26 00 DE-206 56 creativity 26 00 DE-206 56 Solvatten 26 00 DE-206 56 MicroStart 26 00 DE-206 56 Easypaisa
allfields_unstemmed	10.25103/ijbesar.111.02 doi 10419/185677 hdl (DE-627)1019844744 (DE-599)GBV1019844744 DE-627 ger DE-627 rda eng C32 E52 E58 jelc Lehikoinen, Lauri Erik verfasserin aut Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries. Lundh, Amanda verfasserin aut Meert, Louis verfasserin aut Waeingnie, Kevan verfasserin aut Bentsen, Nina verfasserin aut Norbye, Ida B. T. verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 11(2018), 1, Seite 13-25 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:11 year:2018 number:1 pages:13-25 http://hdl.handle.net/10419/185677 Resolving-System kostenfrei Volltext https://doi.org/10.25103/ijbesar.111.02 Resolving-System kostenfrei Volltext http://ijbesar.teiemt.gr/docs/volume11_issue1/innovation_creativity.pdf Verlag kostenfrei Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER zbwolc20180616 AR 11 2018 1 13-25 26 01 0206 1767581424 x1z 30-04-18 2403 01 DE-LFER 348024095X 00 --%%-- --%%-- n --%%-- l01 30-05-19 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.111.02 26 00 DE-206 56 Bottom of the Pyramid (B.o.P) 26 00 DE-206 56 4A perspective 26 00 DE-206 56 Triple Bottom Line (TBL) 26 00 DE-206 56 disruptive innovations 26 00 DE-206 56 creativity 26 00 DE-206 56 Solvatten 26 00 DE-206 56 MicroStart 26 00 DE-206 56 Easypaisa
allfieldsGer	10.25103/ijbesar.111.02 doi 10419/185677 hdl (DE-627)1019844744 (DE-599)GBV1019844744 DE-627 ger DE-627 rda eng C32 E52 E58 jelc Lehikoinen, Lauri Erik verfasserin aut Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries. Lundh, Amanda verfasserin aut Meert, Louis verfasserin aut Waeingnie, Kevan verfasserin aut Bentsen, Nina verfasserin aut Norbye, Ida B. T. verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 11(2018), 1, Seite 13-25 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:11 year:2018 number:1 pages:13-25 http://hdl.handle.net/10419/185677 Resolving-System kostenfrei Volltext https://doi.org/10.25103/ijbesar.111.02 Resolving-System kostenfrei Volltext http://ijbesar.teiemt.gr/docs/volume11_issue1/innovation_creativity.pdf Verlag kostenfrei Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER zbwolc20180616 AR 11 2018 1 13-25 26 01 0206 1767581424 x1z 30-04-18 2403 01 DE-LFER 348024095X 00 --%%-- --%%-- n --%%-- l01 30-05-19 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.111.02 26 00 DE-206 56 Bottom of the Pyramid (B.o.P) 26 00 DE-206 56 4A perspective 26 00 DE-206 56 Triple Bottom Line (TBL) 26 00 DE-206 56 disruptive innovations 26 00 DE-206 56 creativity 26 00 DE-206 56 Solvatten 26 00 DE-206 56 MicroStart 26 00 DE-206 56 Easypaisa
allfieldsSound	10.25103/ijbesar.111.02 doi 10419/185677 hdl (DE-627)1019844744 (DE-599)GBV1019844744 DE-627 ger DE-627 rda eng C32 E52 E58 jelc Lehikoinen, Lauri Erik verfasserin aut Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye 2018 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries. Lundh, Amanda verfasserin aut Meert, Louis verfasserin aut Waeingnie, Kevan verfasserin aut Bentsen, Nina verfasserin aut Norbye, Ida B. T. verfasserin aut Enthalten in International journal of business and economic sciences applied research Kavala : [Verlag nicht ermittelbar], 2015 11(2018), 1, Seite 13-25 Online-Ressource (DE-627)836177622 (DE-600)2836461-2 (DE-576)446141399 2408-0101 nnns volume:11 year:2018 number:1 pages:13-25 http://hdl.handle.net/10419/185677 Resolving-System kostenfrei Volltext https://doi.org/10.25103/ijbesar.111.02 Resolving-System kostenfrei Volltext http://ijbesar.teiemt.gr/docs/volume11_issue1/innovation_creativity.pdf Verlag kostenfrei Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2111 GBV_ILN_2863 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER zbwolc20180616 AR 11 2018 1 13-25 26 01 0206 1767581424 x1z 30-04-18 2403 01 DE-LFER 348024095X 00 --%%-- --%%-- n --%%-- l01 30-05-19 2403 01 DE-LFER https://doi.org/10.25103/ijbesar.111.02 26 00 DE-206 56 Bottom of the Pyramid (B.o.P) 26 00 DE-206 56 4A perspective 26 00 DE-206 56 Triple Bottom Line (TBL) 26 00 DE-206 56 disruptive innovations 26 00 DE-206 56 creativity 26 00 DE-206 56 Solvatten 26 00 DE-206 56 MicroStart 26 00 DE-206 56 Easypaisa
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Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. 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spellingShingle	Lehikoinen, Lauri Erik jelc C32 26 Bottom of the Pyramid (B.o.P) 26 4A perspective 26 Triple Bottom Line (TBL) 26 disruptive innovations 26 creativity 26 Solvatten 26 MicroStart 26 Easypaisa Innovation and creativity at the bottom of the pyramid
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topic_title	C32 E52 E58 jelc 26 00 DE-206 56 Bottom of the Pyramid (B.o.P) 26 00 DE-206 56 4A perspective 26 00 DE-206 56 Triple Bottom Line (TBL) 26 00 DE-206 56 disruptive innovations 26 00 DE-206 56 creativity 26 00 DE-206 56 Solvatten 26 00 DE-206 56 MicroStart 26 00 DE-206 56 Easypaisa Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye
topic	jelc C32 26 Bottom of the Pyramid (B.o.P) 26 4A perspective 26 Triple Bottom Line (TBL) 26 disruptive innovations 26 creativity 26 Solvatten 26 MicroStart 26 Easypaisa
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title_full	Innovation and creativity at the bottom of the pyramid Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye
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title_sort	innovation and creativity at the bottom of the pyramid
title_auth	Innovation and creativity at the bottom of the pyramid
abstract	Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries.
abstractGer	Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries.
abstract_unstemmed	Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). To our knowledge no prior case studies have been conducted in these countries.
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title_short	Innovation and creativity at the bottom of the pyramid
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up_date	2024-08-27T03:34:39.327Z
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fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">1019844744</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20190114164343.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">180430s2018 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.25103/ijbesar.111.02</subfield><subfield code="2">doi</subfield></datafield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10419/185677</subfield><subfield code="2">hdl</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)1019844744</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)GBV1019844744</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">C32</subfield><subfield code="a">E52</subfield><subfield code="a">E58</subfield><subfield code="2">jelc</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Lehikoinen, Lauri Erik</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Innovation and creativity at the bottom of the pyramid</subfield><subfield code="c">Lauri Erik Lehikoinen, Amanda Lundh, Louis Meert, Kevan Waeingnie, Nina Bentsen, Ida B. T. Norbye</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2018</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Purpose: The purpose of this study is to illustrate how innovative and creative companies develop products and services at the bottom of the economic pyramid (B.o.P) markets. This paper attempts to gain further insight regarding the usage of the 4A perspective developed by Anderson and Billou (2007) and the Triple Bottom Line (TBL) framework developed by Elkington (1999) as guidelines to achieve success in BoP markets. Design/methodology/approach: The authors of this paper come from three different countries (Sweden, Norway and Belgium), which gave a possibility to gather qualitative data from companies located or founded in these three countries. The 4A’s perspective and the TBL framework is used as a theoretical foundation to further investigate the phenomenon regarding how western companies act on B.o.P markets. Thus, this paper attempts to answer the following research questions: How can (social) entrepreneurs (or any companies) adapt the 4A perspective to introduce disruptive innovations and still, with the help from the TBL framework, maintain their sustainable, responsible and ethical approach? Additionally, how can the mind-set of innovation and creativity at the bottom of the pyramid in developing markets be transferred to social entrepreneurs in developed markets? Primary data was gathered through interviews with Solvatten (Sweden), MicroStart (Belgium) and Easypaisa (Norway). Findings: The 4A perspective was proven to be an effective tool while approaching B.o.P markets. Companies must think outside the box of traditional marketing and be creative, to achieve their goals. In dynamic markets, a company will struggle to keep up with all constraints. The case companies struggled most with acting sustainably while achieving profitability. Research limitations/implications: To further validate the results, the sample size should be bigger including several different companies and informants. Originality/value: This paper contributes to the literature of the already-established 4A perspective and the TBL framework by providing in-depth research, by investigating companies and their operations from three different countries (Sweden, Norway and Belgium). 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