Institutional voids faced by emerging economies have received a lot of attention in recent literature. However, the impact of institutional voids in an emerging economy on the level of company innovation strategies and output is a less researched topic. Using India as a case study, this paper presents a qualitative assessment of the impact of the institutional context of this emerging economy on innovation strategies and consequent outputs of private Indian companies of various sizes and ages. Primary data for the study were collected by means of surveys, in-depth interviews, and secondary data sources including government reports, World Bank and United Nations reports, research articles, and in-depth industry surveys. The paper concludes that in India, large companies and start-ups are more innovative. Most innovations are imitative in nature, and/or driven by customer requirements, and/or international quality norms. “New-to-the-world” innovations are scarce and are mostly driven by multinational corporations (MNCs), government institutions, and to some extent large Indian companies. The paper concludes that in a rapidly emerging economy like India, large companies are more innovative because of their resilience, internal systems, and capabilities that can overcome voids, and exploit opportunities. The fast-paced transitions have created more opportunities for start-ups than small and medium-sized enterprises (SMEs), thereby creating unequal innovation opportunities for companies of different sizes and ages, as distinct coping strategies are required for innovation to occur.
HOW DOES THE INSTITUTIONAL CONTEXT OF AN EMERGING ECONOMY SHAPE THE INNOVATION TRAJECTORY OF DIFFERENT TYPES OF COMPANIES? A CASE STUDY OF INDIA
