Exploiting supplier innovativeness through knowledge integration

Bengtsson, Lars; Lakemond, Nicolette; Dabhilkar, Mandar

doi:10.1504/ijtm.2013.052669

Cited by 27 publications

(33 citation statements)

References 44 publications

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“…Supplier selection is an important aspect when the purpose is to develop new innovative products (Bengtsson et al, 2013). Suppliers are usually selected on the basis of their technological or/and relational capabilities (Feng et al, 2010).…”

Section: Supplier Collaboration In Npdmentioning

confidence: 99%

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Al‐Zu'bi¹

2016

EMR

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This study aims to investigate the effects of collaboration with suppliers and lead users in new product development on open innovation in Jordanian manufacturing companies. Data was collected from 132 companies in two industries; machinery and electronics, and hierarchical regression analysis used to test the study hypotheses, with control variables of company age, company size, and length of relationship applied to avoid their potential bias. The results show that supplier collaboration in new product development does not significantly affect open innovation, while collaboration with lead users positively and significantly affects open innovation.

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Section: Supplier Collaboration In Npdmentioning

confidence: 99%

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Al‐Zu'bi¹

2016

EMR

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“…A recent survey shows that identifying and selecting suppliers for NPD collaborations is particularly important when aiming to improve the firm"s innovation performance (Bengtsson et al 2013). Firms may evaluate a supplier"s capabilities, making sure that the supplier has the required competence and that it is able to jointly collaborate in an NPD project.…”

Section: Supplier Selectionmentioning

confidence: 99%

“…Among potential partners, suppliers are considered to be important sources of innovation (Bengtsson et al 2013;CuervoCazurra and Un, 2010).…”

Section: Collaboration In Npd Projectsmentioning

confidence: 99%

Buyer-Supplier Collaboration in New Product Development Between Two Equally Powerful Firms: A Case Study of ABB and SKF

Melander

2014

OSCM: An Int. Journal

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Collaboration in new product development (NPD) is becoming ever more important as firms specialize and rely on suppliers to provide the latest technology. Most studies on supplier involvement are of collaborations between a powerful buyer and a less powerful supplier, and taking the buying firm's perspective. In contrast, this study focuses on a collaborative NPD project between two equally powerful firms, including both firms' perspectives. A case study of a project between ABB and SKF was conducted. It is shown that not only is the supplier selection important, but it is also important for the buying firm to have an attractive project to motivate the supplier to join the project. Such attractions include business opportunities and learning possibilities. However, these learning possibilities could be viewed as harmful by the buying firm. Particularly when considering that the supplier was equally powerful. Fear of knowledge spillover that could make it possible for the supplier to become a future competitor could hinder the collaboration. These fears were avoided mainly through trust built during prior history with the supplier project.

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“…A recent survey shows that identifying and selecting suppliers for NPD collaborations is particularly important when aiming to improve the firm's innovation performance (Bengtsson, Lakemond, & Dabhilkar, 2013a). Firms may evaluate a supplier's capabilities, making sure that the supplier has the required competence and that it is able to jointly collaborate in an NPD project.…”

Section: Technological and Relational Capabilitiesmentioning

confidence: 99%

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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Exploiting supplier innovativeness through knowledge integration

Cited by 27 publications

References 44 publications

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Buyer-Supplier Collaboration in New Product Development Between Two Equally Powerful Firms: A Case Study of ABB and SKF

Supplier Involvement in New Product Development under Technological Uncertainty

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