Bridging inter‐ and intra‐firm boundaries: management of supplier involvement in automobile product development

By Akira Takeishi. 2001

712 citations recorded by the source corpus.

Outsourcing has become an important strategy for many firms. Yet, firms need to compete with their competitors who also outsource and may share the same suppliers. This article explores how a firm could outperform others in managing the division of labor with a supplier in product development. Drawing on the empirical data collected from the Japanese auto industry, this paper shows that an automaker needs capabilities to coordinate various activities both externally with a supplier and internally within its own organization, in order to gain better component development performance. Overall, the results imply that outsourcing does not work effectively without extensive internal effort. Copyright © 2001 John Wiley & Sons, Ltd.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d7e9116536dc1b2ef976bfc2a4f4fbe1952c8423

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In Management Information Systems

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Citations in the corpus

The Mirroring Hypothesis: Theory, Evidence and Exceptions (2016, background): “…in the same system: more complex and/or novel components generally are associated with higher levels of communication between buyers and suppliers (Monteverde and Teece, 1982; Novak and Eppinger, 2001; Takeishi, 2001, 2002; Cantamessa et al., 2006; Cabigiosu and Camuffo, 2012: Furlan et al., 2014).”
Offshore outsourcing of professional services: A transaction cost economics perspective (2008, background): “Much of the previous literature and studies have focused on manufacturing outsourcing (e.g. McCarthy and Anagnostou, 2004; Takeishi, 2001; Ulrich and Ellison, 2005; Wu et al., 2005).”
Managerial ties, absorptive capacity, and innovation (2008, background): “Supplier and customer relationships play a vital role in knowledge transfer and exploitation, resource mobilization and coordination (Håkansson, 1987; Takeishi, 2001).”
BUYER–SUPPLIER RELATIONSHIPS: DERIVED VALUE OVER TWO DECADES (2008, background): “2005; Wagner and Bukó 2005) and integrated NPD efforts between buyers and their suppliers (McGinnis and Vallopra 2001; Takeishi 2001; Primo and Amundson 2002).”
Value Creation, Appropriation, and Distribution: How Firms Contribute to Societal Economic Inequality (2018, background): “In addition, firms also create new knowledge with the help of technologies acquired from suppliers, customers, competitors, industry associations, and research communities (Powell, Koput, SmithDoerr, & 1996; Takeishi, 2001).”
The effects of supplier involvement and knowledge protection on product innovation in customer-supplier relationships: a study of global automotive suppliers in China (2014, background): “This is particularly salient in the automotive industry, in which assemblers involve their first-tier suppliers early on in the co-design and co-development of product development processes (Liker, Kamath, Nazli Wasti, and Nagamachi, 1996; Takeishi, 2001).”
Gaining from vertical partnerships : Knowledge transfer, relationship duration and supplier performance improvement in the U.S. and Japanese automotive industries (2003, background): “benefit likewise when the partners steadily share technical knowledge to solve problems and enhance products and processes ( Takeishi, 2001 ).”
Strategic purchasing, supply management, and firm performance (2004, background): “Instead, it is the ability to develop high-quality buyer–supplier relationships through open communication and close, frequent exchanges of information, which is critical to building and sustaining strategic advantage (Lorenzoni and Lipparini, 1999; Takeishi, 2001).”
A Functional Perspective on Learning and Innovation: Investigating the Organization of Absorptive Capacity (2011, positive): “At the same time, external sources of knowledge coming from customers, suppliers, competitors or universities, can also drive innovation (e.g. Powell et al., 1996; Takeishi, 2001; von Hippel, 2005; Murray and O’Mahony, 2007; Perkmann and Walsh, 2007).”