Limits to global sourcing? Strategic consequences of dependency on international suppliers: Cluster theory, resource-based view and case studies

By C. Steinle, Holger Schiele. 2008

263 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a7454ab3c410222cb8608b89a4015166adb7781e

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Customer attractiveness, supplier satisfaction and preferred customer status: introduction, definitions and an overarching framework (2012, background): “The supplier might also ensure privileged treatment if bottlenecks occur due to constraints in production capacity” (Steinle & Schiele, 2008, p. 11).”
Accessing Supplier Innovation By Being Their Preferred Customer (2012, background): “…have been identifi ed as antecedents to preferred customer status, including increasing relationship value; creating a positive atmosphere through tools for increased interaction; and working to ensure strategic alignment ( Bew 2007 ; Moody 1992 ; Steinle and Schiele 2008 ; Williamson 1991 ).”
The impact of supplier innovativeness, information sharing and strategic sourcing on improving supply chain agility: Global supply chain perspective (2017, background): “In their technological innovations for products, buyer firms recognize the importance of applying strategic sourcing in their procurements from suppliers in the supply chain (Steinle and Schiele, 2008).”
Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “…idea of lower factor costs in certain supply markets, there seems to be a strong consensus, in particular among practitioners, that international sourcing is either inevitable and/or beneficial for firms (Kotabe and Mudambi, 2009; Nassimbeni, 2006; Schiele et al., 2011a; Steinle and Schiele, 2008).”
Supplier development efforts: The suppliers' point of view (2013, background): “A preferred customer obtains a preferential allocation of resources and time by the supplier, guaranties its attention and ensures the open exchange of information essential for SD initiatives (Christiansen & Maltz, 2002; Schiele, Veldman, & Hüttinger, 2011; Steinle & Schiele, 2008).”
The effect of buyer behaviors on preferred customer status and access to supplier technological innovation: An empirical study of supplier perceptions (2012, background): “Further, access to supplier technology may prove particularly challenging as technological innovations valued by a buying firm are likely to be similarly valued by its competitors (Schiele, 2012; Steinle & Schiele, 2008).”
Drivers and antecedents of manufacturing offshoring and backshoring—A German perspective (2009, background): “As for the decision to engage in global sourcing activities (Ettlie and Sethuraman, 2002; Quintens et al., 2005; Steinle and Schiele, 2008; Smith, 1999), the reduction of labour costs is the most important single motive for production offshoring activities of manufacturing companies.”
Offshoring and backshoring: A multiple case study analysis (2017, unknown): “…et al. (2011) x x x Schröder (2013) Shi and Gregory (1998) Simons and Isely (2010) x Sinha et al. (2011) x x Slepniov et al. (2013) x x x x x Steinle and Schiele (2008) Swamidass (1993) x x x Szász and Demeter (2014) x Temouri et al. (2010) x x Trent…”