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Product Development Strategy in Indonesia: a Dynamic View on Global Strategy

In: Global Strategies and Local Realities

Author

Listed:
  • Yasuo Sugiyama
  • Takahiro Fujimoto

Abstract

The purpose of this chapter is to explore dynamic aspects of strategy formation in global product development. By describing and analysing the design and organisational choices of some Japanese vehicle makers for products targeting the South East Asian markets, particularly in Indonesia, we aim to better understand how international manufacturing firms try to balance goals that often contradict: to adapt their products and activities to local requirements, and to enjoy scale or scope economies through standardised global operations and resources. We pay special attention to the dynamic nature of a firm’s capability building or organisational learning, through which its product design strategies, organisational capabilities, and its environments co-evolve over time.

Suggested Citation

  • Yasuo Sugiyama & Takahiro Fujimoto, 2000. "Product Development Strategy in Indonesia: a Dynamic View on Global Strategy," Palgrave Macmillan Books, in: John Humphrey & Yveline Lecler & Mario Sergio Salerno (ed.), Global Strategies and Local Realities, chapter 8, pages 176-206, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-333-97771-2_8
    DOI: 10.1057/9780333977712_8
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    Citations

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    Cited by:

    1. Takahiro Fujimoto & Shinya Orihashi, 2002. "The Strategic Effects of Firm Sizes and Dynamic Capabilities on Overseas Operations: A Case-based Comparison of Toyota and Mitsubishi in Thailand and Australia," CIRJE F-Series CIRJE-F-143, CIRJE, Faculty of Economics, University of Tokyo.
    2. Yveline Lecler, 2002. "The cluster role in the development of the Thai car industry," International Journal of Urban and Regional Research, Wiley Blackwell, vol. 26(4), pages 799-814, December.
    3. Cédric Dalmasso & Jean-Claude Sardas, 2008. "Globalization of R&D : the case of professional groups in the car industry," Post-Print hal-01083454, HAL.

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