Chief Economic Advisor (CEA) Highlighted Chronic Underinvestment in India’s R&D | Current Affairs | Vision IAS

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In Summary

  • India's R&D expenditure is low (0.6-0.7% of GDP) compared to nations like South Korea and Israel, with the government funding most of it.
  • Factors contributing to low R&D include a large captive domestic market, historical de-industrialization, premature financialization, and systemic uncertainties.
  • To boost R&D, Indian corporates need long-term focus, aligning shareholder interests with national goals, and learning from global models like Germany, Japan, and South Korea.

In Summary

CEA warned that such underinvestment could lead to 

  • Existential threat to India’s future corporate profits (due to technology dependence).
  • Loss of geopolitical leverage (due to poor global value chains integration).

Current Status of R&D Expenditure in India

  • Gross Expenditure on Research and Development (GERD): India’s GERD is 0.6-0.7 % of GDP.
    • It is significantly lower than South Korea (4.9%) and Israel (6.3%). 
  • Funding Share: Government (~64%)&private sector (~36%) of total R&D spending,

Why India’s R&D expenditure remains low?

  • Captive Domestic Market: Large domestic demand reduces pressure for export competitiveness and innovation.
  • Colonial De-industrialisation: Colonial rule shifted focus from manufacturing (such as textiles) and innovation to commerce, trading, and arbitrage.
  • Premature Financialisation: Corporate focus on short-term stock prices discourages long-term productive investment. 
  • Generational Shifts: Third-generation family firms often prioritize easier returns of financial markets over capital-intensive manufacturing.
  • Systemic Uncertainty: Operating in a complex democracy with a hostile neighborhood makes long-term planning risky, causing businesses to heavily discount distant R&D payoffs.
  • Others: Geopolitical uncertainty and macroeconomic volatility in last 15 years, such as the 2008 crash, COVID-19, wars, etc. have led firms to defer irreversible, long-term investments.

Way Ahead

  • Long-Term Focus:Indian corporate boardrooms must be willing to absorb short-term costs in pursuit of long-run competitive advantage.
  • Recognize the Convergence of Interests: Private sector must align shareholder interests with long-term national interests and move beyond low-hanging domestic demand. 
  • Learn from global successes: 
  • Germany’s Mittelstand: Deep engineering capabilities through patient capital and a cultural commitment to quality.
  • Japan’s Post-War Miracle: Long-horizon corporate strategies and a willingness to absorb short-term losses.
  • South Korea’s Chaebol: World-class capabilities in semiconductors and shipbuilding by investing at scale.
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Chaebol

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