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How do purchasing facilitate suppliers’ contribution to organizational ambidexterity?
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Author: Poul Houman Andersen, Aalborg U.
Author: Hanne Kragh, Aarhus U.
Author: Chris Ellegaard, Aarhus U.
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Companies must become ambidextrous in order to pursue both exploration and exploitation of knowledge. Purchasing and supply management plays an increasingly central role in mobilizing and involving the suppliers in the pursuit of this agenda. The purpose of this paper is to explore how purchasing departments contribute to the organizational pursuit of organizational ambidexterity. We explore practices followed by purchasing departments and how managers mediate organizational tensions.
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Paper is No Longer Available Online: Please contact the author(s).
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Unveiling Product-Organization Interactions in Projects Delivering Innovative Solutions
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Author: Karlos A. Artto, Aalto U., Department of Industrial Engineering and Management
Author: Juri Matinheikki, Aalto U., Department of Industrial Engineering and Management
Author: Virpi Turkulainen, U. College Dublin
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Innovation in complex projects imply that neither the product nor the organization subsystem designs can be predefined in detail at the start of the project but they both are developed and change over the project lifecycle. While research has established that project product and organization are interdependent, the dynamic nature of this relationship is less understood. This paper analyses interaction between project product and organization subsystems, as well as their change over the lifecycle of a highly innovative zinc leaching plant delivery project. Many changes and adjustments in both the project product and the organization took place during this project, indicating a complex and dynamic product-organization relationship. We synthesize our findings in four propositions that provide elaborated understanding on product-organization interdependence; there is inherent dynamism in the relationship. This complements static descriptions of the phenomenon. The findings also indicate how changing the organization may enable designing and delivering innovative solutions through projects. We also suggest several avenues for future research.
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Paper is No Longer Available Online: Please contact the author(s).
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A supply chain perspective on innovativeness
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Author: Justus Eggers, U. of Twente
Author: Erwin Hofman, U. of Twente
Author: Holger Schiele, U. of Twente
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Suppliers represent a substantial source of innovation for OEMs. However, scholars agree that antecedents of supplier innovativeness are still less intensively researched. Drawing on resource dependence and the paradigm of collaborative advantage, this study tests how supply chain collaboration between first-tier suppliers and their second-tier suppliers impacts supplier innovativeness for OEMs. The analysis of a multinational OEM and its global supply base reveals that characteristics of first-tier suppliers fully mediate the effect of supply chain integration on supply innovativeness in buyer-supplier collaborations. The positive effect of sub-supplier integration is depending on the technical capabilities of the first-tier supplier. Moreover, findings imply as relationship characteristics and more specifically preferred customer treatment of the supplier-OEM relation positively moderates this relationship. This study contributes new insights how buying firms can identify suppliers embodying highest innovation potential in buyer-supplier collaborations.
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Paper is No Longer Available Online: Please contact the author(s).
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Supplier Dependence and Buyer Firm Product Innovation: Theoretical and Empirical Investigations
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Author: Chanchai Tangpong, North Dakota State U.
Author: Kuo-Ting Hung, Suffolk U.
Author: Thomas Clauss, Philipps-U. Marburg
Author: Michael D. Michalisin, Pennsylvania State U., Worthington-Scranton
Author: Arlyn Melcher, Southern Illinois U. Carbondale
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This study examines how supplier dependence influences buyer firms’ product innovation (BFPI), using content-analytic case study and survey research methods. The content-analytic case study was conducted for theory-building purposes. The case study findings suggest two theoretical propositions regarding (1) the BFPI-inhibiting effect of supplier dependence and (2) the negative interaction effect of supplier dependence and relationalism on BFPI. The logical arguments from the absorptive capacity and exploration-exploitation theoretical lenses were provided to support the internal validity of the two propositions. Survey research was then conducted in the U.S. and Germany to externally cross-validate these propositions. The survey results were largely consistent with those of the content-analytic case study, thus supporting both propositions.
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Paper is No Longer Available Online: Please contact the author(s).
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