Supplier development at Honda, Nissan and Toyota: comparative case studies of organizational capability enhancement

By Mari Sako. 2004

364 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b0d6ea420d0a237e39258b9e253550613a41c4f3

How researchers see this paper

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

In Management Information Systems

In Strategy and Management

Citations in the corpus

Linking supplier development to supplier segmentation using Best Worst Method (2015, neutral): “…which in return helps the buying company realize cost reduction, productivity improvement, quality improvement and optimal resource utilization (Krause & Ellram, 1997a; Sako, 2004; Talluri, Narasimhan, & Chung, 2010; Wouters, van Jarwaarde, & Groen, 2007; Humphreys, Cadden, Wen-Li, & McHugh, 2011).”
Supplier development: communication approaches, activities and goals (2009, background): “Krause 1999, Sako 2004 ), and performance outcomes of supplier development (e.g.”
Where do transactions come from? Modularity, transactions, and the boundaries of firms (2007, background): “But relational contracts don’t just happen: like any form of contract, they must be designed and managed (Sako, 1992, 2004).”
Supplier development efforts: The suppliers' point of view (2013, background): “A climate of trust that guarantees customer loyalty will ensure the continuity of long-term relationships and the appropriation of a portion of the productivity gains derived from learning new capabilities (Li et al., 2007; Sako, 2004).”
Adaptation, bridging and firm upgrading: How non-market institutions and MNCs facilitate knowledge recombination in emerging markets (2014, background): “This behavior strongly limits the number of collaborative relationships between customers and suppliers, particularly to those that already have strong process capabilities (Dyer & Hatch, 2006; Sako, 2004).”
Supplier development and the relationship life-cycle (2011, background): “Honda of America, for example, has adopted the BP (‘‘Best Practice, Best Process, and Best Performance’’) supplier development program to help suppliers in implementing the Kaizen philosophy for continuous improvement and organizational change (MacDuffie and Helper, 1997; Sako, 2004).”
Fuzzy DEMATEL method for developing supplier selection criteria (2011, background): “Considerable research supports supply chain performance as highly influential in enterprise competitiveness (Quayle, 2003; Sako, 2004).”
Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations (2009, background): “Sako (2004) , for example, in her investigation of the automotive industry found that firms were reformulating their governance structures to extend their firm boundaries with suppliers to make joint investment decisions, share intellectual property and co-design development.”
The Mirroring Hypothesis: Theory, Evidence and Exceptions (2016, background): “In buyer–supplier relations, the motivation was generally a better performing component and/or a more harmonious, responsive relationship (Bonaccorsi and Lipparini, 1994; Sako, 2004).”
Dynamic Capabilities: A Review and Research Agenda (2007, neutral): “Confounding the situation is the fact that a significant number of empirical studies pertinent to dynamic capabilities do not explicate the concept (i.e. Delmas 1999; D’Este 2002; Figueiredo 2003; Forrant and Flynn 1999; George 2005; Lehrer 2000; Malerba et al. 1999; Mota and de Castro 2004; Salvato”
Network composition, collaborative ties, and upgrading in emerging-market firms: Lessons from the Argentine autoparts sector (2010, background): “…on a firm’s structural position in a value chain or on the number of socioprofessional relationships it has with others, but rather on the particular quality and intensity of the relationships that suppliers have with their main customers (Christensen & Bower, 1996; Dyer & Hatch, 2006; Sako, 2004).”