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Kale, Dinar and Huzair, Farah
(2015).
URL: http://druid8.sit.aau.dk/acc_papers/s2roq4v7f5beej...
Abstract
This paper examines heterogeneity in the response of Indian firms to the emergence of a new disruptive market segment - biosimilars. Using the novel analytical tool of a technology- market capability matrix we show that path dependency and managerial vision are key drivers of heterogeneity in the reconfiguration processes and strategies employed by incumbent firms to compete in a new disruptive market. Analysis reveals that entry into international markets and accessing external sources of knowledge formed core elements of experimentation with strategy.