Catch-up strategies in the Indian auto components industry: Domestic firms’ responses to market liberalization

Kumaraswamy, Arun; Mudambi, Ram; Saranga, Haritha; Tripathy, Arindam

doi:10.1057/jibs.2012.4

Cited by 335 publications

(305 citation statements)

References 77 publications

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“…The lack of strong technological resources of Indian MNEs is also an outcome of market imperfections at home (Desai, 1972) which triggers catch-up strategies. Acquisition is an appropriate mode through which EMNEs can augment strategic assets and catch-up mature MNEs because, in many cases, strategic assets such as technology are not available through market transactions (Gubbi et al, 2009;Kumaraswamy, Mudambi, Saranga, & Tripathy, 2012).…”

Section: Discussionmentioning

confidence: 99%

Cross-border acquisitions by Indian multinationals: Asset exploitation or asset augmentation?

Buckley

Munjal

Enderwick

et al. 2016

International Business Review

102

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This paper examines cross-border acquisitions by Indian multinationals and places them in the context of Emerging Country Multinationals. It tests hypotheses based on internalisation theory and the resource based view to ask if these firms are asset exploiting or asset augmenting in their takeover behaviour. Internal financial and technological resources are found to be important explanatory variables, as is asset seeking; of brands, technology and market access. The home environment in India allows firms to amass profits, to manage in a culturally diverse setting and to develop asset bundling skills. All these factors are significant in determining cross-border acquisitions.

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Section: Discussionmentioning

confidence: 99%

Cross-border acquisitions by Indian multinationals: Asset exploitation or asset augmentation?

Buckley

Munjal

Enderwick

et al. 2016

International Business Review

102

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“…Many of these socalled 'late-comer' MNCs are under pressure to develop innovative capabilities as their home country economy seeks to 'catch-up' and compete with firms from developed economies (Kumaraswamy, Mudambi, Saranga, & Tripathy, 2012;Luo & Tung, 2007). Scholars have noted how emerging market firms are faced with a number of conditions that challenge their ability to catch-up.…”

Section: Baseline Hypothesesmentioning

confidence: 99%

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

Williams

Lee

2016

International Business Review

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Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.

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“…It was also observed by Kumarswamy, Mudambi, Saranga and Tripathy (2012) that firms may adapt and continue to perform, as market liberalization progresses, through catch-up strategies aimed at integrating with the industry's global value chain. For continued performance, domestic supplier firms adapt their strategies from catching up initially through technology licensing/collaborations and joint ventures with multinational enterprises (MNEs) to also developing strong customer relationships with downstream firms (especially MNEs).…”

Section: Evolution Of Auto and Auto Component Sector In Indiamentioning

confidence: 99%

Accessing Technology from Global Production Networks: The Case of Joint Ventures in Indian Auto Industry

Gopalaswamy

Sureshbabu

Mathew

2015

KTIS

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This study provides a background on the growth of Indian automobile industry under different regulatory regimes. It is observed that the international joint ventures have played a key role in the growth of the sector. The study further examines the motives for forming IJVs in the auto component sector and also identifies the criteria for choosing the joint venture partner to mitigate conflicts. These two specific attributes form the core towards transfer of technology, promoting innovation and also act as a catalyst for adopting and choosing appropriate technology. The study brings out the relationship between motives, partner selection criteria and performance of the IJVs. Results indicate that firms gave maximum importance to technological skills, quality control measures and proprietary knowledge in selecting IJV partners. It is also observed that the motives affect the partner selection criteria in terms of skill and resources needed from the partner.

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Catch-up strategies in the Indian auto components industry: Domestic firms’ responses to market liberalization

Cited by 335 publications

References 77 publications

Cross-border acquisitions by Indian multinationals: Asset exploitation or asset augmentation?

Cross-border acquisitions by Indian multinationals: Asset exploitation or asset augmentation?

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

Accessing Technology from Global Production Networks: The Case of Joint Ventures in Indian Auto Industry

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