Dynamic resource redeployment in global semiconductor firms. (27th September 2021)

• Record Type: Journal Article
• Authors: Chang, Sea‐Jin; Matsumoto, Yoichi
• Is Part Of: Strategic management journal. Volume 43:Number 2(2022)
• Page Start: 237
• Page End: 265
• Publication Date: 2021-09-27
• Subjects: economies of scope -- entry -- exit -- resource redeployment -- resource‐based theory; Business planning -- Periodicals; Management -- Periodicals; Business -- Periodicals; 658.401205
• DOI: 10.1002/smj.3332
• Languages: English
• ISSNs: 0143-2095

Abstract

Abstract: This study explores how firms decide in which businesses to further invest and from which businesses to withdraw resources by examining the detailed product portfolios of firms in the global semiconductor industry. Results show that resource redeployment within incumbent businesses is more prevalent than via new entry or complete exit, since the former is more flexible and easily reversible than the latter. This study further finds that, while underutilized resources may drive resource redeployment, resource shortage by a newly entered or expanding incumbent business may also siphon resources away from other incumbent businesses, leading to their exit or temporary retrenchment. Fabless firms with resource that are more fungible, scalable, and decomposable vis‐a‐vis integrated device manufacturers show a more flexible and gradual pattern of resource redeployment. Managerial summary: In fast‐moving environments, firms should quickly redeploy resources to more promising business areas. We find fabless firms with more fungible, scale free, and decomposable resources engage in more active resource redeployment than integrated device manufacturers with specialized fabs and equipment, like Intel or Samsung. Redeployment among the latter requires a well‐planned, synchronized approach so as to avoid idle resources. As such, in order to take advantage of dynamic resource redeployment, managers should begin by assessing the characteristics of firm resources along these dimensions. Managers may also consider business model transformation to separate their activities by specializing in areas in which they can best utilize their resources and capabilities, like fabless firms and foundries in the semiconductor industry.