Innovation capabilities for sustainable development in Africa

Lee, Keun; Juma, Calestous; Mathews, John A.

doi:10.35188/unu-wider/2014/783-7

Cited by 13 publications

(9 citation statements)

References 22 publications

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“…The seeds of change must be part of a deeper movement to reform the African economy, and this will require strategic vision as well as investment and innovation capabilities to support the high value-added products and novel social-ecological creations coming from private start-ups as well as grassroots social enterprises. Africa has a 'latecomer advantage' because it has not yet industrialized and can, thus, leapfrog or skip-stage to renewables, to nature-based technologies and eco-friendly industrial models without having to deal with the infrastructural inertia of the old economy (Lee, Juma, and Mathews 2014). Grassroots innovation will be insufficient; sustained backing by governments in terms of R&D support and financing of business innovators, whether privately or socially oriented, will be needed to harness emerging opportunities.…”

Section: Ecological and Collaborative Trends For A New Economymentioning

confidence: 99%

Responding to Environmental Issues through Adaptive Collaborative Management

Colfer¹,

Prabhu²

2023

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Focused on forest management and governance, this book examines two decades of experience with Adaptive Collaborative Management (ACM), assessing both its uses and improvements needed to address global environmental issues.The volume argues that the activation and the empowerment of local peoples are critical to addressing current environmental challenges and that this must be enhanced by linking and extending such stewardship to global and national policymakers and actors on a broader scale. This can be achieved by employing ACM's participatory approach, characterized by conscious efforts among stakeholders to communicate, collaborate, negotiate and seek out opportunities to learn collectively about the impacts of their action. The case studies presented here reflect decades of experience working with forest communities in three Indonesian Islands and four African countries. Researchers and practitioners who participated in CIFOR's early ACM work had the rare opportunity to return to their research sites decades later to see what has happened. These authors reflect critically on their own experience and local site conditions to glean insights that guide us in more effectively addressing climate change and other forest-related challenges. They showcase how global and regional actors will have to work more closely with smallholders, Indigenous Peoples and local communities, recognizing the key local roles in forest stewardship. This book will be of great interest to students, scholars and practitioners working in the fields of conservation, forest management, community development, natural resource management and development studies more broadly.

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Section: Ecological and Collaborative Trends For A New Economymentioning

confidence: 99%

Responding to Environmental Issues through Adaptive Collaborative Management

Colfer¹,

Prabhu²

2023

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“…It is to be noted that this service-led growth has been led by the three giants, namely, Infosys, Tata Consultancy Services (TCS), and Wipro, and that these Indian firms have undergone the three stages of upgrading: body shopping, offshoring, and global delivery model (GDM), which are similar to the manufacturing stages of OEM, ODM, and OBM, respectively (Lee et al 2014). Among these three, the case of Wipro is a perfect fit in this story of leapfrogging.…”

Section: India: a Case Of Country-level Stage-skipping Leapfroggingmentioning

confidence: 99%

The Challenges of Technology and Economic Catch-up in Emerging Economies

2021

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This book synthesizes and interprets existing knowledge on technology upgrading failures as well as lessons from successes and failures in order to better understand the challenges of technology upgrading in emerging economies. The objective is to bring together in one volume diverse evidence regarding three major dimensions of technology upgrading: paths of technology upgrading, structural changes in the nature of technology upgrading, and the issues of technology transfer and technology upgrading. The knowledge of these three dimensions is being synthesized at the firm, sector, and macro levels across different countries and world macro-regions. Compared to the old and new challenges and uncertainties facing emerging economies, our understanding of the technology upgrading is sparse, unsystematic, and scattered. While our understanding of these issues from the 1980s and 1990s is relatively more systematized, the changes that took place during the globalization and proliferation of GVCs, the effects of the post-2008 events, and the effects of the current COVID-19 and geopolitical struggles on technology upgrading have not been explored and compared synthetically. Moreover, the recent growth slowdown in many emerging economies, often known as a middle-income trap, has reinforced the importance of understanding the technology upgrading challenges of catching-up economies. We believe that the time is ripe for “taking stock of the area” in order to systematize and evaluate the existing knowledge on processes of technology upgrading of emerging economies at the firm, sector, and international levels and to make further inroads in research on this issue. This volume aims to significantly contribute towards this end.

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“…Another example is the O&L Group in Namibia (Lee et al 2014). Established by Mr. Shilongo, this company started in retail and brewery and then diversified into dairy and solar energy.…”

Section: Cases From Africamentioning

confidence: 99%

“…It is to be noted that this service-led growth has been led by the three giants, such as, Infosys, Tata Consultancy Services (TCS), and Wipro, and that these Indian firms have undergone the three stages of upgrading: body shopping, offshoring, and global delivery model (GDM), which are similar to the manufacturing stages of OEM, ODM and OBM, respectively (Lee et al 2014). Among these three, the case of Wipro is a perfect fit in this story of leapfrogging.…”

Section: Cases From Africamentioning

confidence: 99%