Benefits associated with supplier integration into new product development under conditions of technology uncertainty

By G. Ragatz, Robert B. Handfield, K. Petersen. 2002

716 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2b650e25be9e2e573eeca6dabb6a36086b886fb0

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The impact of supply chain integration on performance: A contingency and configuration approach (2010, background): “…external integration (Campbell and Sankaranl, 2005; Morash and Clinton, 1998; O’Leary-Kelly and Flores, 2002; Pagell, 2004; Petersen et al., 2005; Ragatz et al., 2002; Stank et al., 2001b; Stanley and Wisner, 2001; Zailani and Rajagopal, 2005), and some have taken an even broader perspective,…”
The combined effects of internal and external supply chain integration on product innovation (2013, background): “So far most empirical studies above found support for these theories, with just a few exceptions (e.g., Ragatz et al., 2002; Scannell et al., 2000).”
An organizational entrepreneurship model of supply management integration and performance outcomes (2009, result): “This response rate compares favourably with other similar studies in the area (Carr and Pearson, 2002; Ragatz et al., 2002; Rosenzweig et al., 2003).”
The path of innovation: purchasing and supplier involvement into new product development (2015, neutral): “, Song & Benedetto, 2008; Schiele, 2006) as well as relationship development and adaptation (e.g., Petersen et al., 2003; Ragatz et al., 2002; Primo & Amundson, 2002).”
Developing supplier integration capabilities for sustainable competitive advantage: A dynamic capabilities approach (2014, background): “In particular, research has shown that using suppliers’ expertise and knowledge affects a buyer’s ability to learn, adapt and create change (e.g., Clark and Fujimoto, 1991; Jarrat, 2004; Kim et al., 2011; Ragatz et al., 2002).”
How to distinguish innovative suppliers? Identifying innovative suppliers as new task for purchasing (2006, background): “2000; Ragatz et al. 2001). As a consequence, the focus is more managing an existing constellation, rather than preparing the ground by selecting the right partners. A notable exception in this line of research is the work of Handfield et al. (1999) who explicitly ask for the criteria used to select ”
How can business buyers attract sellers' resources? Empirical evidence for preferred customer treatment from suppliers (2012, background): “As Ritter and Walter (2012) note, firm size may have an influence on availability of resources allocation, on relationship processes and on relative power of relationship parties, so there is the possibility that size could affect the model’s relationships.”
SUPPLIER INNOVATIVENESS AND SUPPLIER PRICING: THE ROLE OF PREFERRED CUSTOMER STATUS (2010, result): “This finding supports the large body of literature that assumes that suppliers’ innovative capabilities positively contribute to their innovativeness — more generally for the supplier itself as well as in particular buyer-supplier relationships (e.g., Cabral and Traill, 1999; Krause et al., 2001; Ra”
Entrepreneurial Competencies and SMEs Business Success: The Contingent Role of External Integration (2015, background): “It refers to the firm’s interaction with their suppliers for effective alignment and participation as well as for the sharing of valuable information(Ragatz et al., 2002).”
Analysing supply chain integration through a systematic literature review: a normative perspective (2014, background): “Predominantly, this has been brought about by the transformations and developments in the manufacturing and SC strategies, and increased levels of global competitive pressures to enhance service quality and delivery (Ragatz et al., 2002; Cousins and Menguc, 2006).”