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Strategic technology management in the auto component industry in India: A case study of select organizations

Tapan Sahoo (Maruti Suzuki India Limited, Gurgaon, India)
D.K. Banwet (Department of Management Studies, Indian Institute of Technology Delhi, Delhi, India)
K. Momaya (SJM School of Management, Indian Institute of Technology, Bombay, India)

Journal of Advances in Management Research

ISSN: 0972-7981

Article publication date: 24 May 2011

6280

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.

Keywords

Citation

Sahoo, T., Banwet, D.K. and Momaya, K. (2011), "Strategic technology management in the auto component industry in India: A case study of select organizations", Journal of Advances in Management Research, Vol. 8 No. 1, pp. 9-29. https://doi.org/10.1108/09727981111129282

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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