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ICC Advance Access originally published online on June 3, 2009
Industrial and Corporate Change 2009 18(4):729-759; doi:10.1093/icc/dtp024
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© The Author 2009. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved.

Experimentation with strategy and the evolution of dynamic capability in the Indian pharmaceutical sector

Suma Athreye, Dinar Kale and Shyama V. Ramani

Correspondence: Suma Athreye, Brunel Business School, Brunel University, Uxbridge UB8 3PH, UK. e-mail: suma.athreye{at}brunel.ac.uk

Correspondence: Dinar Kale, ESRC INNOGEN, Open University, Walton Hall, Milton Keynes MK7 6AA, UK. e-mail: d.kale{at}open.ac.uk

Correspondence: Shyama V. Ramani, Institut National de la Recherche Agronomique (INRA), 65 Bd de Brandebourg, 94205 Ivry sur Seine Cedex, France, and Ecole Polytechnique, 1 Rue Descartes, 75005 Paris, France. e-mail: ramani{at}ivry.inra.fr

This article demonstrates that radical regulatory changes can be tantamount to technological revolutions by studying Indian pharmaceutical firms. It shows that radical regulatory changes such as the Indian Patent Act of 1970, the New Industrial Policy of 1991 and the signing of TRIPS (Trade Related Intellectual Property Rights System) in 1995 served to open up new economic opportunities and constraints in the wake of which the winners and losers were selected as a function of the dynamic firm capabilities most appropriate for the new market environment.


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