Choosing successful technology development partners: a best-practice model

Bailey, William J.; Masson, Ron; Raeside, Robert

doi:10.1504/ijtm.1998.002592

Cited by 44 publications

(32 citation statements)

References 8 publications

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“…Such technical alignment includes technical capability, resource complementarity, and overlapping knowledge bases. The importance of technological capabilities is stressed in the literature (Bailey, Masson, & Raeside, 1998;Le Dain, Calvi, & Cheriti, 2011). For example, one survey shows that technology is the most important criteria for firms when 23 selecting a collaboration partner in NPD (Rundquist & Halila, 2010).…”

Section: Technological and Relational Capabilitiesmentioning

confidence: 99%

“…Previous research points to the importance of the suppliers' technological capabilities (Bailey et al, 1998;Le Dain et al, 2011), however, these capabilities are difficult to assess before a supplier is selected (Håkanson, 1993). In Paper 1, it is shown that merely assessing a supplier's technology is not sufficient.…”

Section: Supplier Selection For Collaborative Npdmentioning

confidence: 99%

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Supplier Involvement in New Product Development under Technological Uncertainty

Melander¹

2014

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This thesis addresses the challenges that firms are faced with when collaborating with suppliers in new product development (NPD) projects under technological uncertainty. A critical observation that is made in this context is that technologies are evolving faster, making products more complex. At the same time, firms become more specialized. Due to increased complexity and specialization, firms do not possess all the necessary technologies in-house and therefore need to collaborate with external organisations to incorporate new technology into their products. Common collaborators are suppliers who become integrated into the buying firm's NPD project. Scholars and practitioners alike have stressed the importance of involving suppliers in NPD (Takeishi, 2001;Petersen, Handfield, & Ragatz, 2005;Silverstone, Wallis, & Mindrum, 2012;Tevelson, Alsén, Rosenfeld, Benett, Farrell, & Zygelman, 2013). However, finding suppliers and collaborating with suppliers in NPD can be problematic. In addition, external collaborations also impact the buying firm internally, since it often needs to coordinate its departments. Supplier involvement in NPD has been studied for decades (for an overview of the field see Johnsen, 2009), however, little is known about the impact of technological uncertainty in these settings. Consequently, the purpose of this thesis is to explore supplier involvement in NPD under technological uncertainty.The research in this thesis is based on six case studies that were conducted at two large system integrator firms: ABB and Ericsson. In total, 53 interviews and two workshops were conducted to collect relevant data. The thesis consists of a compiled summary and five appended papers. The framework that is developed in the thesis highlights that challenges in supplier involvement in NPD projects under technological uncertainty can be divided into challenges that are related to supplier selection, buyer-supplier collaboration, and internal coordination between R&D and purchasing. The main findings of these studies revolve around the identified challenges.Challenges in supplier selection are concerned with the issues of involving new suppliers or relying on old acquaintances, managing uncertainties, the dilemma of whether to commit to long-term relationships or to maintain flexibility, and deciding on which department that is responsible for evaluating and selecting the supplier. The present study of buyers and suppliers in NPD, shows the challenges that are involved in balancing control, reaching goal alignment, and managing transactional and relational governance. Internal challenges investigate the coordination between the R&D department and purchasing in NPD projects where suppliers are involved. The results of the study indicate that, in projects with high technological uncertainty, there is limited coordination between the R&D department and purchasing since purchasing had but little involvement in these projects. There is organisational separation however, where purchasing is mainly responsible f...

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Section: Technological and Relational Capabilitiesmentioning

confidence: 99%

Section: Supplier Selection For Collaborative Npdmentioning

confidence: 99%

Supplier Involvement in New Product Development under Technological Uncertainty

Melander¹

2014

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“…A number of studies were found that describe the selection criteria for manufacturing [29][30][31][32][33][34][35][36][37]. In task-related criteria for the financial resources, only one sub-criteria was identified: financial viability [32,[34][35][36] while for marketing resources and R&D technical resources criteria, none of the authors discussed these criteria in their studies.…”

Section: Criteria From Manufacturingmentioning

confidence: 99%

“…Organisational resources criteria can be separated into seven sub-criteria (required technology, history of innovation, sufficient capacity, assessment of future manufacturing capabilities, current manufacturing facilities/capabilities, quality staff and scope of resources [32,33,35]. The production resources criteria were discussed by every author and has fifteen sub-criteria -the largest number of sub-criteria compared to other criteria : cost/cost of development, defects, process capability, on time delivery, process flexibility, development speed, similarity of development process, automation of product development process, compatibility of design tool, product price, quality systems and process, product performance, testing capability, price of materials, part and services, reserve capacity [29][30][31][32][33][34][35][36][37].…”

Section: Criteria From Manufacturingmentioning

confidence: 99%

A framework for partner selection criteria in virtual enterprises for SMEs

Mat

Cheung

Scheepers

2008

2008 International Conference on Service Systems and Service Management

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Virtual enterprises that exist on the Internet are increasingly gaining attention from organisations due to global competition and accelerating changes in the business environment. In virtual enterprises, two or more organisations merge to collaborate for a short period in exploiting market opportunities in response to ever-changing customer demand. Finding the right partners to form a partnership is one of the primary problems in virtual enterprises. Numerous criteria for partner selection are given by researchers and each seems to be critical in its own setting. However, these criteria do not help organisations that wish to apply these criteria to their business collaborations as there are too many to be considered. As market opportunities move rapidly, organisations could lose their chances to pursue those opportunities due to the amount of time that is needed to consider all the criteria. There are two categories of criteria for partner selection -task-related and partnerrelated criteria. Nevertheless, the focus of this paper is on partner-related criteria. In order to help virtual enterprises particularly small to medium enterprises (SMEs) in the partner selection process, the main partner-related criteria will be identified. Ultimately, these criteria will be used to identify critical success factors (CSFs) that can be employed at the early stage of partner selection to ensure secure and future business collaboration. Index Terms-critical success factors, partnerrelated criteria, partner selection, virtual enterprises,

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“…Significant amounts of research have been done on setting up an alliance to maximize the odds of success (Bailey et al, 1998;Hakanson, 1993). This research, however, may be difficult for the manager actually running an alliance to apply.…”

Section: Introductionmentioning

confidence: 99%

Metrics for strategic alliance control

Callahan

MacKenzie

1999

R & D Management

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The paper develops a feedback control model of product development alliance management. The model allows us to place alliance review, and the metrics for this review, in the context of the control problems facing the alliance manager. We then specify a set of alliance review metrics, and outline the characteristics which they must have. Managers have a pressing need for such metrics, given the management challenges of alliances and the difficulties companies face in making them work effectively. The control model is then expanded to allow for changes in the nature of the alliance itself and interproject learning. The development of the models and of the metrics is guided by the experiences of a large electronic systems manufacturer in alliances with a number of smaller strategic technology suppliers.

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Choosing successful technology development partners: a best-practice model

Cited by 44 publications

References 8 publications

Supplier Involvement in New Product Development under Technological Uncertainty

Supplier Involvement in New Product Development under Technological Uncertainty

A framework for partner selection criteria in virtual enterprises for SMEs

Metrics for strategic alliance control

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