We draw on prior work in the strategy domain and provide empirical evidence of how interactions of resources (or resource configurations) underlying an important capability (i.e., product development capability) lead to differential levels of competitive advantage in a unique emerging economy setting. Our work provides a nuanced understanding of how the efficacy of a specific capability varies depending on changes in the product market environment, such that certain resource configurations facilitate competitive advantage during particular periods of time, while others do not. The study uses rich qualitative and quantitative data gathered through primary and secondary sources to test the conjectures. Our work also demonstrates that while interactions of resources matter significantly in providing competitive advantage, in isolation, these resources do not matter.