Raja Roy
Current Organizations / Institutes
The organizations/institutes from the scholar's latest article
Previous Organizations / Institutes
The organizations / institutes from the scholar's other articles in the past ten years
Research Subjects
Raja Roy has a total of 2 co-authors. Here are the top co-authors by number of shared publications:
Susan Cohen
U. of Pittsburgh
1 shared publicationSusan K. Cohen
Organizations & Entrepreneurship, Katz Graduate School of Business University of Pittsburgh Pittsburgh Pennsylvania U.S.A.
1 shared publication
Latest Publications
- 13 July 2016
- Published by Wiley in Strategic Management Journal
- Vol. 38 (6) , 1253-1267
Stock of downstream complementary assets as a catalyst for product innovation during technological change in the U.S. machine tool industry
Research summary : We investigate the effect of incumbents' stock of downstream complementary assets on their product innovation during a disruptive technological change. We theorize that a firm's stock of downstream complementary assets, by providing critical information about shifting demand conditions, will play a catalytic role in firm adaptation during such a change. Using the advent of disruptive computer numerical control machine tools in the U.S. machine tool industry during the 1970s and 1980s as the context, we find that firms with greater stocks of downstream complementary assets are likely to be product innovation leaders during such a change . Managerial summary : Disruptive changes are challenging firms across industries. We concentrate on the U.S. machine tool industry during the 1970s and 1980s when Japanese manufacturers with disruptive computer numerical control systems challenged the U.S. manufacturers. We find that, under the threat of disruption, the greater the stock of downstream complementary assets a U.S. machine tool manufacturer has, the more likely it is to be the product innovation leader with the disruptive technology. Our findings provide novel insights for managers in companies that face disruptive changes and can help them avoid the consequences of such changes as predicted by prior research . Copyright © 2016 John Wiley & Sons, Ltd.
- 13 July 2016
- Published by Wiley in Strategic Management Journal
- Vol. 38 (6) , 1253-1267
Stock of downstream complementary assets as a catalyst for product innovation during technological change in the U.S. machine tool industry
Research summary : We investigate the effect of incumbents' stock of downstream complementary assets on their product innovation during a disruptive technological change. We theorize that a firm's stock of downstream complementary assets, by providing critical information about shifting demand conditions, will play a catalytic role in firm adaptation during such a change. Using the advent of disruptive computer numerical control machine tools in the U.S. machine tool industry during the 1970s and 1980s as the context, we find that firms with greater stocks of downstream complementary assets are likely to be product innovation leaders during such a change . Managerial summary : Disruptive changes are challenging firms across industries. We concentrate on the U.S. machine tool industry during the 1970s and 1980s when Japanese manufacturers with disruptive computer numerical control systems challenged the U.S. manufacturers. We find that, under the threat of disruption, the greater the stock of downstream complementary assets a U.S. machine tool manufacturer has, the more likely it is to be the product innovation leader with the disruptive technology. Our findings provide novel insights for managers in companies that face disruptive changes and can help them avoid the consequences of such changes as predicted by prior research . Copyright © 2016 John Wiley & Sons, Ltd.
- 1 July 2012
- Published by Academy of Management in Academy of Management Proceedings
- Vol. 2012 (1)
Exploiting Capabilities to Explore Performance Frontier: Product-market Fusion in Machine Tools
We explore the role of firm capabilities during product-market fusion and answer the question, “During exploration of the performance frontier of the fused product-market, which firms are more likely to be closer to the frontier- those that exploit their pre- existing capability or those that explore such capability?” The context of our study is the US Machine Tool industry in which a drastic shift in demand and supply conditions in the 1970s and 1980s fused several product-market segments and increased market penetration by Japanese new entrants. We find that firms with pre-existing component capability were more likely to explore the performance frontier through innovations in product performance features, whereas those with pre-existing architectural capability were more likely to explore the frontier by changing the proportions of various performance features in the product.
- 1 July 2012
- Published by Academy of Management in Academy of Management Proceedings
- Vol. 2012 (1)
Exploiting Capabilities to Explore Performance Frontier: Product-market Fusion in Machine Tools
We explore the role of firm capabilities during product-market fusion and answer the question, “During exploration of the performance frontier of the fused product-market, which firms are more likely to be closer to the frontier- those that exploit their pre- existing capability or those that explore such capability?” The context of our study is the US Machine Tool industry in which a drastic shift in demand and supply conditions in the 1970s and 1980s fused several product-market segments and increased market penetration by Japanese new entrants. We find that firms with pre-existing component capability were more likely to explore the performance frontier through innovations in product performance features, whereas those with pre-existing architectural capability were more likely to explore the frontier by changing the proportions of various performance features in the product.