We present an in-depth case study of GVK Emergency Management and Research Institute, an Indian public–private partnership (PPP), which successfully brought emergency medical response to remote and urban settings. Drawing insights from the case, we investigate how the organization established itself through institutional entrepreneurship using a process conceptualized as opportunity framing, entrenchment, and propagation. The case and context highlight the need for innovation in organizational design and governance modes to create a new opportunity that connects state actors, private healthcare providers, and the public at large. We consider the role of open innovation and novel business models in creating these service platforms. The implications of our findings for the literature on PPPs, institutional entrepreneurship, inclusive and open innovation, and organizational design in base of the pyramid contexts are discussed.
Public-Private Partnership (PPP), Base of the pyramid, Coordination, Governance, Business models, Health, Emerging economies, Poverty, Entrepreneurship, Institutional entrepreneurship, India, Developing economy, Healthcare
Asian Studies | Business | Entrepreneurial and Small Business Operations | Medicine and Health Sciences
Strategy and Organisation
Asia Pacific Journal of Management
GEORGE, Gerard; Rao-Nicholson, Rekha; Corbishley, Christopher; and Bansal, Rahul.
Institutional Entrepreneurship, Governance and Poverty: Insights from Emergency Medical Response Services in India. (2015). Asia Pacific Journal of Management. 32, (1), 39-65. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4634
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