A new approach to assessing the technological complexity of different categories of R&D (with examples from Singapore)

Heterogeneity in learning processes and the evolution of dynamic managerial capabilities as a response of emergence of biosimilar market: evidence from the Indian pharmaceutical industry

“…Bell and Figueiredo (2013) argue that the study of dynamic capability development in latecomer firms has been limited and under researched except for Amsden and Tschang (2003), Dutrenit (2000) and Athreye et al (2009). This paper builds-on and adds to the research focused on the evolution of dynamic managerial capabilities in emerging country firms by focusing on Indian firms' responses to the emergence of a biosimilar sector.…”

Why do we need a theory and metrics of technology upgrading?

“…This capability is largely dependent on skilled engineers. An extension of this capability is advanced development which Amsden and Tschang (2003) distinguish from exploratory development. Advanced development is about manufacturing prototypes while exploratory development is about system prototypes.…”

Can Chinese IT Firms Develop Innovative Capabilities within Global Knowledge Networks?

“…Its emphasis on strategic marketing is supported by recent case studies of Lenovo and China's handset industry White, 2004 and2005) that highlight the roles of distribution channels and close interaction with end users as preconditions for developing innovative capabilities. Ariffin (2000) documents the role of minor change capabilities and inter-firm linkages, while the importance of major change capabilities is emphasized by Amsden and Tschang (2003), who classified R&D by technological complexity.…”