What's in it for me? The occurrence of supplier innovation contribution in the context of supplier-dominant innovation: The supplier's perspective

Li, Suicheng; Wu, Mengchao; Zhu, Mingwei

doi:10.1016/j.indmarman.2022.04.016

Cited by 11 publications

(9 citation statements)

References 83 publications

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“…competence enhancement) ( RQ2 ). We draw on the black-box and gray-box models of vendor integration in innovation (Koufteros et al , 2005; Koufteros et al , 2007; Li et al , 2022) because this approach provides a framework for analyzing blended ITO. The black-box model of outsourcing entails the transfer to the vendor not only of task execution but of the knowledge required to execute tasks, as the buyer entrusts execution of key activities to a third party.…”

Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

“…The gray-box model examines outsourcing as partnership type where vendor specialists integrate in the operations of the buyer (Koufteros et al , 2005). Congruent with blended ITO that we propose, the buyer leads the relationship (Li et al , 2022) operating the value creation process in-house alongside the skilled IT vendor’s personnel; both firms engage in integrative bargaining (i.e. collective creating value bargaining) (cf.…”

Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

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IT vendor integration as catalyst of IT outsourcing success

Navarro-Paule

Romerosa-Martínez

Montes

2023

JBIM

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Purpose This paper aims to explain how small- and medium-sized firms (SMEs) create information technology (IT) business value through blended IT outsourcing (ITO). The explanatory framework it proposes enables SMEs to replicate IT capability outcomes (i.e. enhance their economic, strategic and technological competences, namely, ITO success) by endorsing an ITO strategy catalyzed by IT vendor integration. Design/methodology/approach This study uses covariance-based structural equation modeling to test the proposed research model. Data are collected from 251 knowledge-intensive business SMEs located in Science and Technology Parks in Spain. Findings The results demonstrate empirically that SMEs can replicate IT capability benefits (i.e. enhance their non-IT competences) through blended ITO in which IT, conceptualized as a transversal supporting activity, is outsourced to an IT vendor while the value creation process remains with the buyer. The integration (i.e. process integration and information sharing) of an IT-proficient vendor catalyzes ITO success. More specifically, the results show that, although process integration is not directly related to competence enhancement, fosters information sharing, which directly facilitates ITO success. The results also show that IT vendor proficiency accounts for ex ante trust. Practical implications Managers should think of transformational ITO as a strategy to enhance firm competences. For blended ITO strategies to succeed, managers must have a comprehensive understanding of the business they run, as it is important to create conditions that foster inter-firm information sharing. To achieve these conditions, managers should take special care in selecting boundary spanners, who are the pivotal links in competence enhancement. Originality/value While most research focuses on ongoing trust (i.e. trust develops as ITO evolves), this study focuses on initial (i.e. ex ante) trust and analyzes IT vendor proficiency (expert, experienced and reputed) to examine trust as an antecedent of ITO. This study also draws on previous conceptualizations of vendor integration to develop and analyze a two-step integration model to explain how IT vendor integration (i.e. process integration and information sharing) catalyzes enhancement of the buyer’s non-IT competences. This study focuses on SMEs, which are often neglected in ITO studies.

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Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

IT vendor integration as catalyst of IT outsourcing success

Navarro-Paule

Romerosa-Martínez

Montes

2023

JBIM

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“…Studies have also found that supplier innovativeness effectively promotes enterprises' innovativeness, especially when buyer–supplier technologies are similar and a high degree of financial interdependence exists (Du et al, 2023; Elking et al, 2022; Lou et al, 2022). Li et al (2022) found that supplier participation allows their innovativeness to contribute to firms' innovativeness only when suppliers perceive relational benefits. Xin et al (2022) manually organized data on suppliers and their top five customers, all of whom were listed companies from 2007 to 2019, and found that a more optimistic tone in a customer's annual report makes the customer more conducive to enhancing the supplier's innovativeness.…”

Section: Literature Reviewmentioning

confidence: 99%

Supplier innovativeness, supplier relationships, and enterprises' finance constraints

Li,

Chen

2023

Manage Decis Econ

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In this study, we adopt the perspective of supplier innovation and manually collect samples of enterprises and their suppliers listed on China's Shanghai and Shenzhen A‐shares markets from 2008 to 2021 to investigate whether supplier innovativeness affects enterprises' financing constraints. We find that supplier innovativeness can significantly alleviate enterprises' financing constraints; this effect is more significant when the relationship between enterprises and suppliers is more stable and their economic dependence is higher. The analysis of the mechanism of action reveals that supplier innovativeness can alleviate enterprises' financing constraints by enhancing their innovativeness. The heterogeneity analysis finds that the alleviation effect of supplier innovativeness on enterprises' financing constraints is more significant in nonstate‐owned enterprises. We examine the factors influencing enterprises' financing constraints from the unique perspective of supplier innovativeness, enrich the literature on financing constraints and provide new ideas for enterprise managers and policymakers.

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“…In fact, most literature considered the supplier perception on supply chain exchange relationships. They examined access to technological innovation (Ellis et al ., 2012; Li et al ., 2022), performance measurement (Giannakis, 2007; Liao et al ., 2020), selection strategies (Inemek and Tuna, 2009), or trust and reciprocity (Tchokogué and Merminod, 2021). The existing studies from the buyer's standpoint have mainly investigated strategies of supplier selection (Hartman et al ., 2020; Kannan and Choon Tan, 2006) and overlooked the buyer's perception of the collaboration unfolding for NPD.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Schiele et al ., 2012; Zhang et al ., 2015), our research stands out by analyzing the joint impact of these theoretical perspectives, especially at the level of NPD projects in an ESI context from the buyer firm's standpoint. Indeed, literature mainly investigated the supplier's perception of buyer–supplier relationships such as technological innovation (Ellis et al ., 2012; Li et al ., 2022), performance assessment (Giannakis, 2007; Liao et al ., 2020) or trust (Tchokogué and Merminod, 2021). The few studies that examined the buyer's perspective focused on criteria and strategies of supplier selection (Gligor, 2020; Hartman et al ., 2020; Kannan and Choon Tan, 2006).…”

Section: Introductionmentioning

confidence: 99%

Supplier involvement in NPD projects: the buyer's perspective on the complementary roles of social capital and social exchange for project performance

Benhayoun

Dain

Saikouk

et al. 2023

IJLM

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PurposeBuying firms involve suppliers early in New Product Development (NPD) projects to benefit from their capabilities. The authors investigate the joint impact on project performance improvement, of the social capital established throughout the project, and the strategic preferred buyer/supplier statuses awarded prior to the project, from the buyer's perspective.Design/methodology/approachThe authors propose a conceptual model underlining the complementary contribution to project performance of social capital dimensions and of preferred partners' statuses resulting from social exchange expectations. The model is analyzed with Partial Least Squares using 80 responses of purchasers and R&D managers involved in collaborative NPD projects with suppliers.FindingsThe relational capital built during the project has a positive central role, with a direct impact on NPD project performance and mediating effects through cognitive and structural capitals. The preferred partners' statuses have strong direct impacts on performance, and mediating effects that do not completely supplant the social capital's contribution.Practical implicationsThe implications for the efficient management of supplier involvement are twofold. First, the authors encourage strategic investments of buying firms to acquire preferred buyer's status and to support preferred supplier programs. Second, the authors alert them on the importance of establishing trust and shared cognition during the project.Originality/valueThis study captures NPD project performance from the social angle of buyer–supplier relationship management. It demonstrates the complementarity of relationship management at the strategic and operational levels, before and during the project unfolding.

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What's in it for me? The occurrence of supplier innovation contribution in the context of supplier-dominant innovation: The supplier's perspective

Cited by 11 publications

References 83 publications

IT vendor integration as catalyst of IT outsourcing success

IT vendor integration as catalyst of IT outsourcing success

Supplier innovativeness, supplier relationships, and enterprises' finance constraints

Supplier involvement in NPD projects: the buyer's perspective on the complementary roles of social capital and social exchange for project performance

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