“Black‐box” and “gray‐box” supplier integration in product development: Antecedents, consequences and the moderating role of firm size

By Xenophon Koufteros, T. C. Edwin Cheng, Kee-Hung Lai. 2007

541 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/67bbc32c7048d9095ac26a18b65525a4ae8d3959

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In Strategy and Management

Citations in the corpus

Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy (2018, background): “Knowledge developed and owned by a supplier or a customer can be used by the focal organization to develop or improve a new product or process (Koufteros et al., 2007).”
The path of innovation: purchasing and supplier involvement into new product development (2015, unknown): “…of supplier involvement we referred to the established literature, which suggests that suppliers’ contribution is expected to speed-up the development process and to improve products/services (either in term of costs or quality) (Clark, 1989; Koufteros et al., 2007; Primo & Amundson, 2002).”
The impact of buyer–supplier relationships on supplier innovativeness: An empirical study in cross-border supply networks (2013, background): “Although this may increase mutual adaptation (Mukherji & Francis, 2008) and integration between a buyer and a supplier (Koufteros et al., 2007; Takeishi, 2001), it also can encourage the supplier to invest in new capabilities to better meet the requirements of the buying firm (Dyer, 1996).”
The effects of supplier involvement and knowledge protection on product innovation in customer-supplier relationships: a study of global automotive suppliers in China (2014, methodology): “the supplier’s application or utilization of knowle dge, measured as modifications and/or innovative improvements to products or processes fr om customer-supplier relationships (Koufteros, Edwin Cheng, and Lai, 2007; Nielsen and Nielsen, 2009). We focus on the overall product innovation performance ”
Supplier traits for better customer firm innovation performance (2010, background): “Furthermore, such a strategy can help firms conserve resources, share risks, gain new competencies, and move faster into new markets (e.g., Clark, 1989; Dröge, Jayaram, and Vickery, 2000; Koufteros, Cheng, and Lai, 2007; Petersen, Handfield, and Ragatz, 2005; Takeishi, 2001).”
A Structure–Conduct–Performance Perspective of How Strategic Supply Chain Integration Affects Firm Performance (2015, background): “External integration has been shown to positively benefit customer service, innovation and new product development (Vickery, Jayaram, Droge, & Calantone, 2003; Koufteros, Voderembse, & Jayaram, 2005; Koufteros et al., 2007; Oke, Prajogo, & Jayaram, 2013).”
Customer orientation and innovation : a comparative study of manufacturing and service firms (2016, methodology): “Petersen et al. (2005) and Koufteros et al. (2007) found that collaboration with suppliers that possess product development capabilities contributes to product innovation.”
The impact of supply chain integration on firm performance (2014, background): “Product integration with suppliers and customers can enhance manufacturers’ new product development capabilities, promoting product quality, flexibility and innovation in addition to product competitive advantage (Koufteros et al., 2007; Swink and Song, 2007; Swink et al., 2007).”
On the relationship between supplier integration and time-to-market (2013, background): “All rights reserved. http://dx.doi.org/10.1016/j.jom.2012.11.002 customer’s engineers to jointly design the product so that the supplier’s process can be effectively integrated with the design” (Koufteros et al., 2007, p. 864).”
Managing the Innovation Adoption of Supply Chain Finance-Empirical Evidence From Six European Case Studies (2013, background): “Focusing on large firms is particularly appropriate when practices are new (Koufteros et al. 2007); especially as small firms would unlikely aim for automated SCF payment solutions, rather large buying firms have so far implemented SCF.”