Perspectives on joint competitive advantages in buyer-supplier relationships

By Sandy D. Jap. 2001

318 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8c61a3fe1729d35179a52b7dd2bd63e44ee466db

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

A Structure–Conduct–Performance Perspective of How Strategic Supply Chain Integration Affects Firm Performance (2015, background): “Therefore, creating a differential advantage by maximizing value to end consumers can require a multi-firm focus (Jap, 1999, 2001).”
On characterizing the 4 C's in supply chain management (2005, background): “…actions of the other party in the relationship 15 and the belief that the other party will not act opportunistically if given the chance to do so” (Jap, 2001: 11); it is shown to be closely related to the form of interdependence between partners (Kumar et al., 1995; Sheppard and Sherman, 1998;…”
The Relative Importance of Interfirm Relationships and Knowledge Transfer for New Product Development Success (2007, background): “The motivation for these research questions is to advance a more general perspective on portfolios of interorganizational relationships in NPD as opposed to previous specific orientations toward particular partner types like, for example, buyer–supplier relationships (Croom, 2001; Gadde and Håkansso”
The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, methodology): “Environmental turbulence in NPD consists of two primary sources (Jap 2001): first, market turbulence , which denotes changes in consumer needs, and competitors’ new products; second, technological turbulence , which denotes changes in new technologies and technological breakthroughs.”
Complementary theories to supply chain management (2007, background): “These attributes may also apply to inter-organizational arrangements (Jap, 2001).”
Understanding the Elusive Black Box of Dynamic Capabilities (2011, background): “Because archival performance sources are unavailable for NPD business units, two reflective indicator items for overall NPD performance were measured (Jap, 2001).”
Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “…of customers and their preferences (Jaworski and Kohli 1993); (b) competitive intensity—the number of competitors in the field and their moves (Jap 2001, Schilling and Steensma 2001); and (c) technological change—the frequency of technical breakthroughs (Glazer and Weiss 1993, Jaworski…”