Abstract
Drawing on the foreign entry and business model literature, this paper develops an alternative framework based on dynamic resources feedback for analyzing business model innovation process in emerging markets. This paper argues business model innovation in emerging markets begins with local alliance and resource from partners. This business model innovation is dynamic and path dependent, implying the dynamic business model innovation is shaped by organizational asset and capability that are evolved and accumulative in emerging markets over time. With the proposed framework in mind, the paper adopts a comparative case study methodology to analyze the business model innovation in five Taiwanese firms -- Chia Jei Technology Business company, subsidiary of HCG, IMEC Taiwan, Flowring Technology corporation and Chinatrust Commercial Bank in India. This paper concludes by discussion implications for theory, practice and future research.