Capability development — No path, response to competition: The cross-case of Google, Ericsson, Microsoft and Nokia

This study is about the capability portfolio development and how the market influences capability development in technology companies. New capabilities can be developed either a proactive way or adapting with the market changes. Alliances, which help in new product development, can co-evolve in a similar vein. This study extends prior findings to ICT industry context and identifies which way is longitudinally more appropriate. Findings are observed from the market emergence phase to the growth phase. As a result, capability development is more adaption with the market rather than proactive action.