Attaining world-class R&amp;D by benchmarking buyer–supplier relationships

Hurmelinna, Pia; Peltola, Satu; Tuimala, Jarno; Virolainen, Veli-Matti

doi:10.1016/s0925-5273(02)00241-4

Cited by 17 publications

(12 citation statements)

References 15 publications

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“…Taking the above discussion into account it seems that contractual and relational governance mechanisms should be combined to support successful outcomes of collaborative activities (Bradach and Eccless, 1991; Frankel et al ., 1996; Hurmelinna et al , 2002; Luo, 2002; Poppo and Zenger, 2002; Blomqvist et al , 2005; Taylor, 2005; Carson et al , 2006). This, in turn, cannot be successfully done unless there is further research into the interplay of the two in the different phases of the collaboration.…”

Section: Relational and Contractual Governance Mechanismsmentioning

confidence: 99%

“…R&D collaboration between buyers and suppliers is a major source of innovation (Stuart and McCutcheon, 1996; Bidault et al ., 1998; Littler et al ., 1998; Cousins and Stanwix, 2001; Hurmelinna et al ., 2002; Tether, 2002; Karlsson, 2003; Hoegl and Wagner, 2005; Arranz and Arroyabe, 2008). Leading firms are increasingly leveraging unique knowledge of specialised suppliers in order to tap into innovation opportunities they could not realise alone (Quinn, 1999; Holcomb and Hitt, 2007).…”

Section: Introductionmentioning

confidence: 99%

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The dynamics of relational and contractual governance mechanisms in knowledge sharing of collaborative R&D projects

Olander

Hurmelinna‐Laukkanen

Blomqvist

et al. 2010

Knowl Process Manag

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The purpose of this paper is to explore the dynamics of relational and contractual governance mechanisms in vertical buyer-supplier R&D projects requiring both knowledge sharing and protection. Prior literature has recognised the mutual impact of relational and contractual governance on knowledge sharing, but treats the linkages in a rather static way. This research introduces a more explicit process perspective, and combines four concepts: trust, relational norms, contracts and intellectual property rights (IPRs). The paper concentrates on the roles and interplay of both types of mechanisms in the different project phases. We collected qualitative interview data from four buyer-supplier R&D collaboration projects, each pair serving as a unit of analysis. Our findings indicate that both contractual and relational governance mechanisms play a role in buyer-supplier R&D collaboration but their relative importance varies according to the collaboration phase. Whereas in the exploration phase trust may even substitute contractual governance, both mechanisms support each other in the development phase. Contractual mechanisms are emphasised in the finalisation phase, although relational mechanisms also play a role. The lesson for management understanding is that both types of mechanisms should be considered simultaneously throughout the collaboration process.

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Section: Relational and Contractual Governance Mechanismsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The dynamics of relational and contractual governance mechanisms in knowledge sharing of collaborative R&D projects

Olander

Hurmelinna‐Laukkanen

Blomqvist

et al. 2010

Knowl Process Manag

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“…As seen in Figure 1, this concept can be applied almost all the sectors of society due to its generic nature. However, benchmarking process may change depending on area of its application -such as R&D benchmarking (Hurmelinna et al, 2002), airport services benchmarking (Schmidberger et al, 2009), maintenance performance benchmarking (Komonen, 2002), etc. Through exhaustive literature survey, we come to know about a lot of performance measurement and benchmarking tools.…”

Section: Indian Technical Institutionsmentioning

confidence: 99%

Comparative evaluation of Indian technical institutions using distance based approach method

Das¹,

Sarkar

Ray

2013

Benchmarking

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Due to liberalization, privatization and globalization, the need of competent technical manpower at an economical cost is increasing rapidly. Many foreign multinationals are focusing on India for employable talents. Many technical institutions with cutting edge technologies and leading edge techniques are being set up by foreign collaboration, national and private initiatives. The objective of this study is to propose a model for performance evaluation and benchmarking of Indian technical institutions from perspective of all stakeholders. Design/methodology/approach -For the proposed framework, a multiple criteria decision-making tool, distance-based approach (DBA) methodology is applied for performance evaluation of seven Indian technical institutions taking into account some selected criteria like, faculty strength (FS), student intake (SI), number of PhD awarded (PhD), number of patents applied for (patent), the campus area in acres (CA) and tuition fee per semester in rupees (TF). Consulting the experts in various fields with the help of certain questionnaire and aggregating their views by conducting ameliorated nominal group technique session, we select these evaluation criteria. The subjective weights of the criteria are determined using analytic hierarchy process (AHP). For the analysis, the required data are collected from annual report published by Ministry of Human Resource and Development (MHRD) for the year of 2007-08. Findings -In this paper, we have chosen seven centrally funded technical institutions for study and the institutions are coded as A, B, C, D, E, F and G. The result of the study reveals that A is the best and F is the worst. The ranking we get is in the order of A s B s E s C s G s D s F. From the result it is understood that A can be considered as benchmark for B, C and E (which form the second group) and this second group can be considered as an improvement target for the rest. At the end a holistic technical education system model (HTESM) is proposed. Originality/value -This paper is one of the few studies that evaluate the performance of technical institutions in India. The novelty in the approach is that DBA and AHP are being used as a b...

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“…Benchmarking thus represents a systematic process which allows improving one's key processes by comparing them with the peak performance of the best-in-class (Hurmenlinna et al, 2002). Similarly, according to Dou, 'Benchmarking could be defined as a system which allows a company and institution or an individual to compare some of their activities with those of the "best in class"' (Dou, 2004: 298).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…The results of the First Action Plan and the Trend Chart should enable less favoured territories to learn from good practice and to institute processes oriented to defining and implementing more territorially 'embedded' innovation policies . This justifies the increasing attention devoted to benchmarking analyses dealing with R&D and innovation in recent years (Hurmenlinna et al, 2002;Luque-Martínez and Muñoz-Leiva, 2005), as a process that allows regions to learn from their own and others'…”

mentioning

confidence: 99%

Benchmarking Regional Innovation Systems: the relevance of efficiency towards their performance.

Iturriagagoitia¹,

Mikel²

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AGRADECIMIENTOSQuisiera agradecer a todas aquellas personas que han participado de forma directa o indirecta en esta aventura que empecé al decidir venirme a Valencia.En primer lugar quisiera dar las gracias a Mónica García Melón, por ser mi primera referencia, saber soportar la cantidad de dudas que le planteé, animarme a empezar un doctorado y abrirme las puertas del departamento de par en par.En segundo lugar quisiera agradecer a Ignacio Fernández de Lucio la oportunidad que me brindó de entrar a formar parte de Ingenio cuando sólo era un estudiante de doctorado más. De igual modo, he de mostrar mi admiración hacia Antonio Gutierrez Gracia, por enseñarme a pensar en voz alta, dedicarme horas y horas de conversación, y demostrarme que es mucho más interesante estar entre fogones. Qué decir de Elena Castro Martínez. Simplemente eso, mi segunda madre aquí en Valencia.Una parte de este resultado también se debe a los compañeros de despacho con los que he tenido el placer de convivir (Oscar, Ester, Evita, Vicente, Liney y Xavi) y quienes han sabido soportar mis buenos y malos días. Mención especial merecen Marian, Peyu y Pepelu, por ser incondicionales, y a quienes llevaré siempre conmigo.No sé si para ellos será un orgullo o no haber sido una parte crucial en esta tesis, pero sin ellos, ésta no habría sido posible. Me refiero a mis dos directores. Por un lado, Fernando, quien aceptó ser mi director de tesis sin saber dónde se estaba metiendo, y por el otro, Jose Luis, quien me ha dado toda su confianza, y me ha apoyado hasta las últimas consecuencias. Gracias a los dos, espero que sigamos siendo los JJJ.Quisiera también agradecer a Jordi Molas, la oportunidad que me brindó de poder cumplir uno de mis sueños e ir a Finlandia para desarrollar allí parte de esta tesis. Dicha estancia no hubiera sido posible sin el categórico apoyo que Pirjo Kutinlahti y Terttu Luukkonen mostraron desde el primer momento en el que decidí ponerme en contacto con ellas, a pesar de no conocernos. De igual modo, agradecer el trato dado por los dueños del piso en el que viví en Otaniemi, Toni, Meri y Riita, por hacerme sentir uno más de la familia. Respecto a mis compañeros del VTT, no me cabe sino mostrar mi admiración por todos y cada uno de ellos. Gracias a Juha Oksanen por ser mi jefe y amigo desde el primer día, a Maija-Liisa Hylkilä por darme todo tipo de facilidades para formar parte de la organización, a Mariagrazia, Ville, Jari, Pekka, Robert, Torsti, Jukka, y a todos aquellos con los que compartí cafés, comidas, cenas y conversaciones. Acerca de mis suomalainen ystävykset… qué decir de Ville, Kristie, Marina, Daniela, Antti (*3), etc., que lo fueron, son y seguirán siendo todo.No podría olvidarme de personas que me han animado tanto, y por quienes tanta admiración y respeto siento: Mikel Landabaso, Elvira Uyarra, Mikel Gómez Uranga, Goio Etxebarria, Anton Borja y Mikel Olazarán.Quisiera también mostrar mi devoción por todos aquellos PhD students, hoy más que amigos, que he conocido a lo largo de estos últimos años, y con quienes...

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Attaining world-class R&D by benchmarking buyer–supplier relationships

Cited by 17 publications

References 15 publications

The dynamics of relational and contractual governance mechanisms in knowledge sharing of collaborative R&D projects

The dynamics of relational and contractual governance mechanisms in knowledge sharing of collaborative R&D projects

Comparative evaluation of Indian technical institutions using distance based approach method

Benchmarking Regional Innovation Systems: the relevance of efficiency towards their performance.

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