What the hare can teach the tortoise about make-buy strategies for radical innovations
Data(s) |
2005
|
---|---|
Resumo |
Purpose of this paper – The purpose of this investigation is to help establish: whether or not strong relationships between suppliers and customers improve performance; and if prescriptive frameworks on outsourcing radical innovations are dependent on industry clockspeed. Design/methodology/approach – A survey of UK-based manufacturers, followed by a statistical analysis. Findings – Long-term supplier links seem not to play a role in the development of radical innovations. Moreover, industry clockspeed has no significant bearing on the success or failure of any outsourcing strategy for radically new technologies. Research limitations/implications – Literature about outsourcing in the face of radical innovation can be more confidently applied to industries of all clockspeeds. Practical implications – Prescriptions for fast clockspeed industries should be applied more broadly: all industries should maintain a high degree of vertical integration in the early days of a radical innovation. Originality/value – Prior papers had explored whether or not a company should outsource radical innovations, but none had determined if this is equally true for slow industries and fast ones. Therein lies the original contribution of this paper. |
Identificador | |
Publicador |
Emerald Group Publishing Limited |
Relação |
DOI:10.1108/00251740510597707 Perrons, Robert K., Richards, Matthew G., & Platts, Ken (2005) What the hare can teach the tortoise about make-buy strategies for radical innovations. Management Decision, 43(5), pp. 670-690. |
Direitos |
Emerald Group Publishing Limited Copyright © 2005, Emerald Group Publishing Limited |
Fonte |
QUT Business School; School of Management |
Palavras-Chave | #150300 BUSINESS AND MANAGEMENT #Innovation #Make or buy decisions #Outsourcing #Supplier relations #United Kingdom |
Tipo |
Journal Article |