Resource-based new product development: insights from the small car project of the Indian company TELCO

Venugopal, R.

doi:10.1504/ijatm.2005.006880

Cited by 4 publications

(3 citation statements)

References 20 publications

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“…For example, the Indian automotive manufacturer Tata was unable to successfully develop a new product using external resources from a joint venture with Peugeot. It was subsequently able to successfully introduce the new product by cooperating with a local Indian automotive equipment supplier, even though that company had far fewer resources to offer (Venugopal, 2005).…”

Section: Automotive Industrymentioning

confidence: 99%

Daring to tap external strategic resources: competitive advantage in global industries

Orr

2019

JBS

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Purpose In addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business. Design/methodology/approach Examples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources. Findings Valuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours. Practical implications External strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition. Originality/value This paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.

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Section: Automotive Industrymentioning

confidence: 99%

Daring to tap external strategic resources: competitive advantage in global industries

Orr

2019

JBS

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“…New product development in Indian manufacturing organizations is more mechanical rather than technical (Venkataramani 2004), and with the pace of economical development after liberalization in 1991 (Noble 2006), the complexity of the mechanical production has grown multifold (Venugopal 2005). These determinants are helpful to analyze whether the product development depends more on strategic function or innovative characteristics.…”

Section: Rationales For Selecting Manufacturing and Product Developmentmentioning

confidence: 99%

Product Development Categorized as Independent Strategic and Innovative Practice: Case from Indian Manufacturing

Dutt

2008

GADJAH MADA INT. J. BUS.

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In recent time, Indian manufacturing has seen technologically intensive and resource optimization based initiatives to Acknowledgment:The author gratefully acknowledges the comments of anonymous reviewers for their insightful, constructive suggestions and the efforts of Dr. Hotniar Siringoringo, Lecturer at Gunadarma University, Indonesia for her assistance in reviewing the manuscript and publishing of this paper.

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“…India is the second largest manufacturer of two wheelers which set the goal of selling 75% of the total vehicles in the country. A rapidly growing middle age population with increasing their standard of living and easy availability of finance has increased the vehicle demand in the recent era in India and encouraged the government to invest more in this industry and its periphery (Venugopal, 2005). Recently the Government of India (2006) set a mission plan 2016 and 2026 for the development of this industry.…”

Section: Introductionmentioning

confidence: 99%

Productivity growth, efficiency change and source of inefficiency: evidence from the Indian automobile industry

Sahoo

Rath

2018

IJATM

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This paper investigates the productivity growth and efficiency change of selected automobile industry in India during 2009-2015. This study uses data envelopment analysis (DEA) technique to measure the productivity growth and efficiency change. The empirical findings suggest that the segments of the automobile industry, i.e., passenger vehicles, commercial vehicles and two wheelers have positive productivity growth in the recent period. However, our study found that commercial vehicles are more efficient as compared to passenger vehicles and two wheelers firms. Further, by applying DEA multistage approach to examine the sources of inefficiency. Our results reveal that excess inputs in near about 50% firms are cause of inefficiency and these inefficient firms can become efficient by targeting the peer group with the help of reducing the input sets which are overused in the production process.

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Resource-based new product development: insights from the small car project of the Indian company TELCO

Cited by 4 publications

References 20 publications

Daring to tap external strategic resources: competitive advantage in global industries

Daring to tap external strategic resources: competitive advantage in global industries

Product Development Categorized as Independent Strategic and Innovative Practice: Case from Indian Manufacturing

Productivity growth, efficiency change and source of inefficiency: evidence from the Indian automobile industry

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