Climbing the value chain: Strategies to create a new product development capability in mature SMEs

Purpose – Increasing productivity gaps and declining manufacturing bases create complex challenges for mature small to medium enterprises (SMEs). One solution advocated by academia is to reposition along the value chain – moving to a position of greater value. The purpose of this paper is to examine strategies used by firms to reposition through creating a new product development (NPD) capability. In doing so, the paper seeks to resolve gaps in extant literature on NPD in mature SMEs.Design/methodology/approach – An exploratory approach is taken, analysing in‐depth case studies of three mature UK manufacturing SMEs.Findings – Four strategic approaches to enable the creation of a NPD capability (strategic alliances, licensing key technologies and ideas, outsourcing and deploying an internal development process) are found. Each may facilitate an SME to reposition but the findings highlight that these strategies are not mutually exclusive as different combinations were employed to accelerate and leverage cha...

[1]  Jiann-Chyuan Wang,et al.  External technology acquisition and firm performance: A longitudinal study , 2008 .

[2]  Andrew D. Henderson,et al.  Firm Strategy and Age Dependence: A Contingent View of the Liabilities of Newness, Adolescence, and Obsolescence , 1999 .

[3]  Constance E. Helfat,et al.  Product Sequencing: Co-Evolution of Knowledge, Capabilities and Products. , 2000 .

[4]  Hannah Noke,et al.  Strategic Dalliances as an Enabler for Discontinuous Innovation in Slow Clockspeed Industries: Evidence from the Oil and Gas Industry , 2008 .

[5]  D. Samson,et al.  DEVELOPING INNOVATION CAPABILITY IN ORGANISATIONS: A DYNAMIC CAPABILITIES APPROACH , 2001 .

[6]  Ulli Arnold New dimensions of outsourcing: a combination of transaction cost economics and the core competencies concept , 2000 .

[7]  D. Leonard-Barton CORE CAPABILITIES AND CORE RIGIDITIES: A PARADOX IN MANAGING NEW PRODUCT DEVELOPMENT , 1992 .

[8]  J. B. Quinn,et al.  STRATEGIC OUTSOURCING: LEVERAGING KNOWLEDGE CAPABILITIES , 1999 .

[9]  Kathleen M. Eisenhardt,et al.  DYNAMIC CAPABILITIES, WHAT ARE THEY? , 2000 .

[10]  B. Loasby The External Control of Organizations. A Resource Dependence Perspective , 1979 .

[11]  L. Oerlemans,et al.  Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa , 2008 .

[12]  N. Denzin Sociological Methods: A Sourcebook , 1978 .

[13]  D. Dougherty A PRACTICE-CENTERED MODEL OF ORGANIZATIONAL RENEWAL THROUGH PRODUCT INNOVATION , 1992 .

[14]  M. Freel,et al.  Sectoral patterns of small firm innovation, networking and proximity , 2003 .

[15]  M. Dowling,et al.  Licensing as a commercialisation strategy for new technology-based firms , 2004 .

[16]  Angappa Gunasekaran,et al.  An investigation into the application of agile manufacturing in an aerospace company , 2002 .

[17]  George S. Day,et al.  Assessing Advantage: A Framework for Diagnosing Competitive Superiority , 1988 .

[18]  Roger J. Calantone,et al.  THE TREND TOWARD OUTSOURCING IN NEW PRODUCT DEVELOPMENT: CASE STUDIES IN SIX FIRMS , 2003 .

[19]  Norbert Kailer,et al.  Knowledge management as a service: co‐operation between small and medium‐sized enterprises (SMEs) and training, consulting and research institutions , 1999 .

[20]  B. Borys,et al.  Hybrid Arrangements as Strategic Alliances: Theoretical Issues in Organizational Combinations , 1989 .

[21]  Gina Colarelli O'Connor,et al.  Major Innovation as a Dynamic Capability: A Systems Approach* , 2008 .

[22]  Toby E. Stuart Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-Technology Industry , 1998 .

[23]  K. Eisenhardt Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[24]  Abby Ghobadian,et al.  Total quality management in SMEs , 1996 .

[25]  Raphael Kaplinsky,et al.  Putting supply chain learning into practice , 2003 .

[26]  Matthias Holweg,et al.  Exploring Scale: The Advantages of Thinking Small , 2003 .

[27]  Hilary Radnor,et al.  Researching your professional practice : doing interpretive research , 2001 .

[28]  James Cunningham,et al.  A Framework for a Strategic Repositioning Strategy: A Case Study of Bulmers Original Cider , 2007 .

[29]  Rui Sousa,et al.  Operational implications of manufacturing outsourcing for subcontractor plants: An empirical investigation , 2007 .

[30]  R. Gulati,et al.  The Architecture of Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances , 1998 .

[31]  A. Neely,et al.  Value Creation and the UK Economy: A Review of Strategic Options , 2004 .

[32]  Elaine Monkhouse,et al.  The role of competitive benchmarking in small‐ to medium‐sized enterprises , 1995 .

[33]  David L. Deeds,et al.  Strategic alliances and the rate of new product development: An empirical study of entrepreneurial biotechnology firms , 1996 .

[34]  K. Eisenhardt,et al.  PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS , 1995 .

[35]  Sanjit Sengupta,et al.  Some Approaches to Complementary Product Strategy , 1998 .

[36]  R. Ireland,et al.  Stimulating dynamic value: social capital and business incubation as a pathway to competitive success , 2007 .

[37]  R. Grant The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation , 1991 .

[38]  M. Easterby-Smith,et al.  Management Research: An Introduction , 1991 .

[39]  R. Yin Case Study Research: Design and Methods , 1984 .

[40]  G. O'Connor,et al.  Implementing radical innovation in mature firms: The role of hubs , 2001 .

[41]  Steven D. Eppinger,et al.  The Misalignment of Product Architecture and Organizational Structure in Complex Product Development , 2004, Manag. Sci..

[42]  J. Jarillo On strategic networks , 1988 .

[43]  John A. Czepiel Competitive marketing strategy , 1992 .

[44]  David B. Audretsch,et al.  Firms size and R&D spillovers: Evidence from Italy , 1996 .

[45]  D. Silverman Interpreting Qualitative Data , 1993 .

[46]  Amanda J. Broderick,et al.  Competitive positioning and the resource-based view of the firm , 1998 .

[47]  D. Probert,et al.  Developing a framework for make‐or‐buy decisions , 2000 .

[48]  Will Mitchell,et al.  Incumbents' use of pre-entry alliances before expansion into new technical subfields of an industry , 1992 .

[49]  Peter J. Williamson,et al.  Strategy as Options on the Future , 1999 .

[50]  Julian Lowe,et al.  R&D and technology purchase through licence agreements: complementary strategies and complementary assets , 1998 .