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Enhancing dynamic capability: a case of Microlit

Enhancing dynamic capability: a case of Microlit Purpose– This study/paper aims to create an understanding on how a firm develops dynamic capabilities in new strategic dimensions. Innovation in organizations is not an exclusive domain of large firms. Family-owned and -managed firms have aggressively integrated innovation. Focussed orientation towards product innovation combined with innovative capability and high levels of owner-manager motivation has helped translate technology-based family businesses into highly profitable and competitive ventures. Microlit, is a liquid handling product manufacturer producing high-quality, high-tech, cost-effective, single and multichannel micropipettes. Founded in 1988, by brothers Ajay and Atul Jain, it is based in Lucknow, Uttar Pradesh, India. The key contributor to the firm’s success has been its strong customer-oriented product designs. The challenge lies in development of dynamic capabilities to gain competence in new strategic dimensions? Would the firm be able to leverage its innovation drive? Design/methodology/approach– The case is based on primary and secondary testing of the case several times and filling the case gaps during the process. To authenticate information, multiple sources of information have been used. Findings– Dynamic capabilities are essential for a firm’s growth. The challenge is in continuously harnessing and managing it within a family business. Research limitations/implications– The findings are based on observations of one company and research carried through secondary sources, which may limit the theory creation. Practical implications– An enterprise largely competes on the basis of available talent, knowledge, competency and capability. Therefore, knowledge must be managed, and especially, from tacit to explicit. Originality/value– The case is original with the business family in its second generation striving to perform amidst professionalization and internationalization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Entrepreneurship in Emerging Economies Emerald Publishing

Enhancing dynamic capability: a case of Microlit

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2053-4604
DOI
10.1108/JEEE-11-2014-0042
Publisher site
See Article on Publisher Site

Abstract

Purpose– This study/paper aims to create an understanding on how a firm develops dynamic capabilities in new strategic dimensions. Innovation in organizations is not an exclusive domain of large firms. Family-owned and -managed firms have aggressively integrated innovation. Focussed orientation towards product innovation combined with innovative capability and high levels of owner-manager motivation has helped translate technology-based family businesses into highly profitable and competitive ventures. Microlit, is a liquid handling product manufacturer producing high-quality, high-tech, cost-effective, single and multichannel micropipettes. Founded in 1988, by brothers Ajay and Atul Jain, it is based in Lucknow, Uttar Pradesh, India. The key contributor to the firm’s success has been its strong customer-oriented product designs. The challenge lies in development of dynamic capabilities to gain competence in new strategic dimensions? Would the firm be able to leverage its innovation drive? Design/methodology/approach– The case is based on primary and secondary testing of the case several times and filling the case gaps during the process. To authenticate information, multiple sources of information have been used. Findings– Dynamic capabilities are essential for a firm’s growth. The challenge is in continuously harnessing and managing it within a family business. Research limitations/implications– The findings are based on observations of one company and research carried through secondary sources, which may limit the theory creation. Practical implications– An enterprise largely competes on the basis of available talent, knowledge, competency and capability. Therefore, knowledge must be managed, and especially, from tacit to explicit. Originality/value– The case is original with the business family in its second generation striving to perform amidst professionalization and internationalization.

Journal

Journal of Entrepreneurship in Emerging EconomiesEmerald Publishing

Published: Mar 2, 2015

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