Improving Supplier New Product Development Performance: The Role of Supplier Development

被引:103
作者
Lawson, Benn [1 ]
Krause, Daniel [2 ]
Potter, Antony [3 ]
机构
[1] Univ Cambridge, Cambridge Judge Business Sch, Operat Management, Cambridge CB2 1AG, England
[2] Colorado State Univ, Coll Business, Operat & Supply Chain Management, Ft Collins, CO 80523 USA
[3] Univ Manchester, Manchester Business Sch, Operat Management, Manchester M13 9PL, Lancs, England
基金
英国工程与自然科学研究理事会;
关键词
KNOWLEDGE TRANSFER; INTEGRATION; INVOLVEMENT; PARTNERSHIPS; MANAGEMENT; GLITCHES; CAPABILITIES; ANTECEDENTS; INNOVATION; INTERFIRM;
D O I
10.1111/jpim.12231
中图分类号
F [经济];
学科分类号
02 ;
摘要
Suppliers play an increasingly central role in helping firms achieve their new product development (NPD) goals. The literature implicitly assumes that suppliers are able to meet or exceed the quality standards and technological expectations of the firm, and yet, in practice, suppliers often lack the technological capabilities needed to undertake collaborative NPD. In such situations, a firm may choose to intervene and actively develop the supplier's technological and product development capabilities. We develop a theoretical framework that conceptualizes supplier development activities within interorganizational NPD projects as part of a bilateral knowledge-sharing process: design recommendations, technical specifications, and new technology flow from supplier to the firm, and in turn, the firm can implement supplier development activities to upgrade the supplier's technological capabilities. Antecedents (supplier responsibility, skills similarity, single sourcing strategy) and consequences of supplier development activities (on supplier, product, and project performance) are examined using a sample of 153 interorganizational NPD projects within UK manufacturers. We find broad support for our hypotheses. In particular, we show that the relational rents (in the form of improved product and project performance) attained from supplier development activities in new product development are not achieved directly, but rather indirectly, via improvements in the supplier's creative and technological capabilities. Our results emphasize the importance of adopting a strategic view of the potential returns available from investing in the NPD capabilities of key suppliers, and provide clues about underlying reasons for the suboptimal experiences of many companies' collaborative NPD projects.
引用
收藏
页码:777 / 792
页数:16
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