WHAT IS THE BEST PHASE OF MANAGING INTER-FIRM RELATIONSHIPS IN SUPPLY CHAINS?
Öz
The level of innovation in a product should determine the best stage at which inter-relationship collaboration in a supply chain is engaged in developing new products. Unfortunately, there is a lack of consensus in the relevant literature on the specific stage for inter-relationship collaboration in a supply chain in transformative technologies. For example, the inter-relationship collaboration in a supply chain becomes significant at a later stage of disruptive innovation when the most cutting-edge product or technology must be marketed. On the other hand, inter-relationship collaboration in a supply chain should be included in the innovation process at a much earlier stage to ensure a more comprehensive supplier engagement. Several researchers have examined suppliers' role in product innovations; nevertheless, none of the published supplier integration models are directly connected to the issue of at what point suppliers need to be integrated into the product innovation process. Therefore, this article aims to propose a blueprint for inter-relationship collaboration in a supply chain during product innovation phases, with an emphasis on the stage of involvement applicable to both incremental and disruptive innovation. In addition, various aspects concerning inter-relationship collaboration in a supply chain in the different phases of product invention are subjected to an in-depth investigation.
Anahtar Kelimeler
Supply chain management, Inter-firm relationship, Disruptive innovation
Kaynakça
- Chesbrough, H.W. (2003). The Era of Open Innovation, Sloan Management Review, 44(33), 35-41.
- Choi, T. Y., & Krause, D. R. (2006). The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation. Journal of Operations Management, (24), 637-652.
- Cousins, P. D., & Lawson, B. (2007). The Effect of Socialization Mechanisms and Performance Measurement on Supplier Integration in New Product Development. British Journal of Management, 18(1), 311–326.
- Dyer, J. H. (2000). Collaborative advantage: Winning through extended enterprise supplier networks. Oxford University.
- Dyer, J. H., & Singh, H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of management review, 23(4), 660-679.
- Eisenhardt, K. M., & Tabrizi, B.N. (1995). Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry. Administrative Science Quarterly, 40(1), 84-110.
- Fliess, S., & Becker, U. (2006). Supplier integration—Controlling of co-development processes. Industrial Marketing Management, 35(1), 28–44.
- Gassmann, O., Enkel, E., & Chesbrough, H. (2010). The future of open innovation. R&D Management, 40(3), 213-221.
- Grant, R. M., & Baden‐Fuller, C. (2004). A knowledge accessing theory of strategic alliances. Journal of management studies, 41(1), 61-84.
- Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., (2019). Multivariate data analysis (8th ed.). Cengage Learning.