Heterogeneity in learning processes and the evolution of dynamic capabilities: evidence from the Indian pharmaceutical industry
This paper examines heterogeneity in the response of Indian firms to the emergence of a new disruptive market segment - biosimilars. Using the novel analytical tool of a technology- market capability matrix we show that path dependency and managerial vision are key drivers of heterogeneity in the reconfiguration processes and strategies employed by incumbent firms to compete in a new disruptive market. Analysis reveals that entry into international markets and accessing external sources of knowledge formed core elements of experimentation with strategy.
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DRUID15 Conference on the Relevance of Innovation
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