2014
DOI: 10.1111/poms.12037
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Firms' R&D Cooperation Behavior in a Supply Chain

Abstract: This study investigates firms' R&D cooperation behavior in a supply chain where two firms first cooperate in R&D investments and then decide the production quantity according to a wholesale price contract. By using a concept named contribution level that measures a firm's technological contribution to the R&D cooperation in the supply chain, we show that both firms can achieve win–win via cartelization only if their contribution levels are Pareto matched, i.e., when each firm's contribution level is comparable… Show more

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Cited by 130 publications
(106 citation statements)
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References 34 publications
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“…For example, in a supply chain with one 2 Mathematical Problems in Engineering upstream firm and one downstream firm, Usta et al [16] consider the downstream firm's cost reduction investment. Ge et al [17] consider cost reduction investments of both the upstream and the downstream firms. In a supply chain with one upstream firm and multiple downstream firms, Banerjee and Lin [18] investigate the upstream firm's cost reduction investment.…”
Section: Introductionmentioning
confidence: 99%
“…For example, in a supply chain with one 2 Mathematical Problems in Engineering upstream firm and one downstream firm, Usta et al [16] consider the downstream firm's cost reduction investment. Ge et al [17] consider cost reduction investments of both the upstream and the downstream firms. In a supply chain with one upstream firm and multiple downstream firms, Banerjee and Lin [18] investigate the upstream firm's cost reduction investment.…”
Section: Introductionmentioning
confidence: 99%
“…Numerous studies examine this cooperation. Ge et al [24] study the R & D cooperation of firms in a supply chain. The results show that firms in a supply chain both contribute to the R & D and benefit from the cooperation.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Especially important source of information are the results of self-assessment and audits of suppliers that allow you to obtain information concerning: Implemented technologies (related to the manufacturing process, operation of computerized processes); Control the infrastructure; Identification of processes and products, Systems of measuring and monitoring the quality of products (materials, semi-finished products, finished products); Innovative capability (research and development, the adaptability of new technologies, the efficiency of the implementation process innovations contribute to costs decreasing); Implemented and integrated (quality, environmental and safety) management systems and other operational improvement tools (like Toyota Production System, Lean Management) which allow the supplier to ensure organizational efficiency 10 . Increasingly, companies are developing multi-criteria evaluation systems of suppliers, in which the main criteria are: high level of technical quality (documented by product certificates), technical and organizational capacity of the supplier, price, timeliness and flexibility of supply, the provision of pre-sales services (design solutions, technical advice) and after-sales services (delivery, installation, technical service, repair and maintenance, training and counseling), financial position, ethics, forms of communication with customers 11 . Numerous OEM companies (that belong to the high-tech products sector) qualifying new partners for cooperation in product innovation development processes require from their suppliers the use of: Detailed process maps (taking into account control points, process changeability, responsibility); FMEA for products and processes (taking into account control plans, flow diagrams and defining critical parameters); Cost analysis concerning quality and evaluations of process effectiveness; Statistical process control (e.g.…”
Section: The Requirements For Suppliersmentioning
confidence: 99%