Latecomer firm strategies in complex product systems (CoPS): The case of Iran’s thermal electricity generation systems

Kiamehr, Mehdi; Hobday, Michael; Hamedi, Mohsen

doi:10.1016/j.respol.2015.02.005

Cited by 53 publications

(35 citation statements)

References 28 publications

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“…The government also sets protective policies to ensure the initial growth of local firms and reduce reliance on foreign companies. In the case of Iran's thermal electricity generation systems, the government announced a local content law that expected firms to manage the projects and generate local sources (Kiamehr et al, 2015).…”

Section: Government Rolementioning

confidence: 99%

“…To face the growing demand for electricity and high costs of equipment in power plant projects, the Iranian government established Mapna, which aims to provide an inexpensive solution for public investments in power generation, support the growth of feasible local content, and facilitate technology transfer to local manufactures in Iran. After establishing Mapna, the state client awarded six projects that were aggregated into a package to Mapna without running competition to create appropriate conditions for technology transfer to the local firms (Kiamehr et al, 2015).…”

Section: Government Rolementioning

confidence: 99%

“…- ----------------------------------Insert fig. 7 about here ---------------------------------- (Sung and Hong, 1999;Mu and Lee, 2005;He et al, 2006;Hu and Hsu, 2008;Whang and Hobday, 2011;Choung et al, 2012;Wang et al, 2012;Hu et al, 2015;Kiamehr et al, 2015), but most of them still addressed specific factors in a certain industry. For example, the Indian government's active support plays an important role in the Indian IT service industry (Arora et al, 2001;Madhani, 2008;Lee et al, 2014), whereas grasping the opportunity created by a new technology (CDMA) is critical in the Korean mobile handset industry (Whang and Hobday, 2011).…”

Section: Technological Performancementioning

confidence: 99%

“…Given the importance of catch-up for latecomer economies, substantial research was launched and yielded many thought-provoking achievements. With highly diverse research foci, previous works highlighted several factors, such as the roles of government (Sung and Hong, 1999;Mu and Lee, 2005;He et al, 2006;Hu and Hsu, 2008;Whang and Hobday, 2011;Choung et al, 2012;Wang et al, 2012;Hu et al, 2015;Kiamehr et al, 2015), the effort of latecomers' technology capability building (Sung and Hong, 1999;Lee and Lim, 2001;Mu and Lee, 2005;Hu and Hsu, 2008;Li et al, 2010;Park, 2012;Chuang and Hobday, 2013;Lee et al, 2014;Chen and Chen, 2015;Hu et al, 2015), the favorable market conditions (Mu and Lee, 2005;Li et al, 2010;Whang and Hobday, 2011;Hwang and Choung, 2014;Kiamehr et al, 2015;Liu et al, 2015), the influence of technological regime (Mu and Lee, 2005;Whang and Hobday, 2011;Chen and Chen, 2015;Hu et al, 2015), the support of the local business ecosystem (He et al, 2006;Hu and Hsu, 2008;Li, 2008;Li and Kozhikode, 2008;Whang and Hobday, 2011;Park, 2012;Lee et al, 2014;Chen and Chen, 2015;Liu et al, 2015), ...…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

What makes a successful industry-level catch-up? General framework and case study of China’s LED industry

et al. 2020

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How latecomers from emerging countries catch up on technological innovation is an important topic for industrial practitioners, policymakers, and academic researchers. This study systematically reviews 43 empirical studies on the precursors of industry catch-up in emerging countries. A general framework on what makes a successful catch-up in latecomer industries is suggested based on literature review. The framework comprises six generic determinants, including technological capability, business ecosystem, government roles, market condition, technological regime, and windows of opportunity. In addition, this framework is applied to the Chinese LED industry, and a case analysis of the catch-up is performed in Chinese LED 2 firms.

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Section: Government Rolementioning

confidence: 99%

Section: Government Rolementioning

confidence: 99%

Section: Technological Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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What makes a successful industry-level catch-up? General framework and case study of China’s LED industry

et al. 2020

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show abstract

“…The positive culture and climate within a company has a clear connection to improved innovativeness and firm performance [19]. The overall system design, as a significant innovation work for complex aerospace products, highly integrates advanced technologies instead of pursuing one single advanced technology [57].…”

Section: Step 3: Co-creating and Sharingmentioning

confidence: 99%

Managing Innovation Paradox in the Sustainable Innovation Ecosystem: A Case Study of Ambidextrous Capability in a Focal Firm

Zeng

Ouyang

2017

Sustainability

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To achieve sustainable development, focal firms should balance two paradoxical kinds of innovation activities: exploitative and exploratory ones. Published works found that ambidexterity is an effective way to resolve paradoxical tensions, but few in-depth studies have been conducted to explore the innovation paradox of focal firms in the innovation ecosystem from an ambidextrous capability perspective. This paper takes China Spacesat Co., Ltd. as the case to study focal firms' management of innovation paradoxes in the sustainable innovation ecosystem and finds that: (1) Sustainable innovation is an ecosystem in which focal firms' internal functional departments, including the product department, technical center, and Makers' groups, cooperate with external organizations, including component suppliers, scientific research institutes, and government departments, closely and complementarily; (2) In the exploitative and exploratory innovations of complex products, focal firms in the sustainable innovation ecosystem mainly confront three paradoxes: profit drive vs. breakthroughs in the strategic intent of sustainable innovation of the profit-driven model, tight vs. loose coupling of sustainable innovation, and sustainable innovation driven by discipline vs. that by passion; (3) Focal firms in the innovation ecosystem resolve these three innovation paradoxes with structural, contextual, and coordinated ambidextrous capabilities, and build innovation paradox management mechanisms with three steps in sequence, namely by establishing dual sustainable strategic innovation units, strengthening sustainable organizational ties between the internal and external, while co-creating and sharing innovation values, and, finally, promoting the formation and development of their sustainable innovation ecosystem. This paper complements and enriches the innovation ecosystem and ambidextrous capability theory, providing significant practical guidance to the sustainable development of aerospace enterprises.

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Laggards go beyond catching up to become niche champions: a longitudinal case study in China

Peng,

Zhou,

Liu

et al. 2024

Asia Pac J Manag

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Latecomer firm strategies in complex product systems (CoPS): The case of Iran’s thermal electricity generation systems

Cited by 53 publications

References 28 publications

What makes a successful industry-level catch-up? General framework and case study of China’s LED industry

What makes a successful industry-level catch-up? General framework and case study of China’s LED industry

Managing Innovation Paradox in the Sustainable Innovation Ecosystem: A Case Study of Ambidextrous Capability in a Focal Firm

Laggards go beyond catching up to become niche champions: a longitudinal case study in China

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