دانلود رایگان مقاله انگلیسی پیکربندی منابع، قابلیت توسعه محصول و مزیت رقابتی: تحلیل تجربی از تکامل آنها - الزویر 2018

ABSTRACT

We draw on prior work in the strategy domain and provide empirical evidence of how interactions of resources (or resource configurations) underlying an important capability (i.e., product development capability) lead to differential levels of competitive advantage in a unique emerging economy setting. Our work provides a nuanced understanding of how the efficacy of a specific capability varies depending on changes in the product market environment, such that certain resource configurations facilitate competitive advantage during particular periods of time, while others do not. The study uses rich qualitative and quantitative data gathered through primary and secondary sources to test the conjectures. Our work also demonstrates that while interactions of resources matter significantly in providing competitive advantage, in isolation, these resources do not matter.

5. Theoretical and managerial implications

The empirical evidence presented above supports our theoretical conjectures that the interactions of resources constituting tradable asset stocks such as IPS and R&D with non-tradable network factors such as PEPPD and TDM, give rise to product development capability paths, leading to differential levels of competitive advantage.

The Indian auto component industry context provided an ideal setting to test our theoretical conjectures and to tease out the nuanced differential impact of capabilities on competitive advantage. As liberalization in India matured, the auto component industry entered the knowledge creation phase post 2002 (Kumaraswamy et al., 2012). This phase is characterized by a greater need for investing in innovative resources (such as in-house R&D) and creating formal structures for NPD processes in order to cope with higher competitive pressures in an increasingly market-based economy. In conjunction with this phenomenon, the economic recession in 2008 resulted in several automakers facing severe cost pressures globally. This was accentuated further by falling demand in their home markets and the need for more cost-effective and fuel-efficient products across the globe. Post-2008 in particular, these two contrary forces meant that new product development needed to be undertaken by the automakers, but it had to be achieved cost-effectively, given the prevailing economic environment. This evolution in the global automotive industry opened up opportunities for component firms in low-cost countries such as India.20 Therefore, the year 2008 represents a key inflexion point in the market evolution requiring strategic changes (Teece, 2007).