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Strategic technology management in the auto component industry in India

Author

Listed:
  • Tapan Sahoo
  • D.K. Banwet
  • K. Momaya

Abstract

Purpose - The automobile industry in India is one of the sunrise industries and is poised to enhance its contribution from 5 percent of GDP in 2006 to 10 percent by 2016. The auto component industry in India has grown hand in hand with the industry and is in the process of transforming itself from being a “Job order fulfiller” to being an “Integrated organization”. With the liberalization process having started in 1991, most auto component manufacturers in India have chosen the easy path of attempting to progress on operational or manufacturing capabilities. For advancing on technology capability dimension, they mostly relied on international collaborations. The purpose of this paper is to study the strategic technology management (STM) practices in select case organizations in the auto component industry in India. Design/methodology/approach - The methodology employed for this study is a combination of literature survey, expert opinion, comparative case study and a flexible systems methodology, situation‐actor‐process‐learning‐action‐performance analysis. Longitudinal studies of technology development at the two case organizations have been done and the case analysis and synthesis has been developed based on valuable inputs and insights shared by key personnel in the case organizations. Findings - The study finds that two different organizations have adopted different technology strategies. While both case organizations have strong linkage between business and technology strategy, the approach has been reasonably different for technology acquisition and development. The findings suggest that an effective STM can contribute to faster technology absorption and overall business performance. Organizations in India need to develop the in‐house capabilities along with suitable technology acquisitions, wherever required. Originality/value - The two cases provide valuable insights into STM practices in two organizations and highlight the methodology adopted by the companies in their evolutions toward becoming world‐class integrated organizations. The learning can provide the way forward for capable firms in the auto component industry in India.

Suggested Citation

  • Tapan Sahoo & D.K. Banwet & K. Momaya, 2011. "Strategic technology management in the auto component industry in India," Journal of Advances in Management Research, Emerald Group Publishing Limited, vol. 8(1), pages 9-29, May.
    • Handle: RePEc:eme:jamrpp:v:8:y:2011:i:1:p:9-29
    DOI: 10.1108/09727981111129282
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    Citations

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    Cited by:

    1. Sushil & Shamita Garg, 2019. "Internationalization of Tata Motors: Strategic Analysis Using Flowing Stream Strategy Process," International Journal of Global Business and Competitiveness, Springer, vol. 14(1), pages 54-70, December.
    2. Venkatesh Iyengar & Abhishek Behl & Samaya Pillai & Bhausaheb Londhe, 2016. "Analysis of Palliative Care Process through SAP-LAP Inquiry: Case Study on Palliative Care and Training Centre," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 17(4), pages 403-416, December.
    3. Tiwari, Rajnish & Kalogerakis, Katharina, 2017. "Innovation pathways and trajectories in India's auto component industry," Working Papers 98, Hamburg University of Technology (TUHH), Institute for Technology and Innovation Management.

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