Orchestrating resources for FMA in coopetitive NPD
Document type :
Compte-rendu et recension critique d'ouvrage
DOI :
Title :
Orchestrating resources for FMA in coopetitive NPD
Author(s) :
Nemeh, André [Auteur]
ESC Rennes School of Business [ESC [Rennes]]
Yami, Saïd [Auteur]
Lille économie management - UMR 9221 [LEM]
ESC Rennes School of Business [ESC [Rennes]]
Yami, Saïd [Auteur]
Lille économie management - UMR 9221 [LEM]
Journal title :
R&D Management
Publisher :
Wiley
Publication date :
2018-08-23
ISSN :
0033-6807
HAL domain(s) :
Sciences de l'Homme et Société/Gestion et management
English abstract : [en]
The rapid introduction of new products in high‐tech industries is a key competence for firms wanting to benefit from the first‐mover advantage (FMA). Prior studies call for forging links between FMA and the resource‐based ...
Show more >The rapid introduction of new products in high‐tech industries is a key competence for firms wanting to benefit from the first‐mover advantage (FMA). Prior studies call for forging links between FMA and the resource‐based view, as the resources at the disposal of a firm tend to influence the likelihood and timing of market entry. Analysing the way firms orchestrate internal and external resources enables a better understanding of this link. More precisely, synchronising the combination of internal and external resources is important in determining the development time of new products. This issue becomes vital when the NPD process regroups competitors due to the short age of the acquired knowledge. An in‐depth case study of the product development strategies of four competitors that collaborated to develop Ethernet solutions identifies three different product introduction strategies based on different resource orchestrations and timing: pioneer, wise and slow. The firms that structured their resources early to make them available for bundling during coopetition were able to introduce products faster than firms that structured their resources during coopetition. Furthermore, our results show that only prepared firms are able to reap benefits from knowledge gained through coopetitive NPD.Show less >
Show more >The rapid introduction of new products in high‐tech industries is a key competence for firms wanting to benefit from the first‐mover advantage (FMA). Prior studies call for forging links between FMA and the resource‐based view, as the resources at the disposal of a firm tend to influence the likelihood and timing of market entry. Analysing the way firms orchestrate internal and external resources enables a better understanding of this link. More precisely, synchronising the combination of internal and external resources is important in determining the development time of new products. This issue becomes vital when the NPD process regroups competitors due to the short age of the acquired knowledge. An in‐depth case study of the product development strategies of four competitors that collaborated to develop Ethernet solutions identifies three different product introduction strategies based on different resource orchestrations and timing: pioneer, wise and slow. The firms that structured their resources early to make them available for bundling during coopetition were able to introduce products faster than firms that structured their resources during coopetition. Furthermore, our results show that only prepared firms are able to reap benefits from knowledge gained through coopetitive NPD.Show less >
Language :
Anglais
Popular science :
Non
Collections :
Source :