A theory of supplier network-based innovation value

Yan, Tingting; Yang, Sophie; Dooley, Kevin

doi:10.1016/j.pursup.2017.02.002

Cited by 64 publications

(59 citation statements)

References 93 publications

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“…This result is supported by the results of some earlier works (Yan et al, 2017;Humphries and Mena, 2012) who stated that networks have bargaining power in business negotiations. Our results pointed out that the team power is more remarkable than the network negotiation power.…”

Section: Discussionsupporting

confidence: 75%

“…Wang and Hu (2017) recently conducted a study on the mediating role of information exchange in social networks between collaborative innovation activities and the innovative performance of enterprises in China. Yan et al (2017) share the same perspective when they demonstrated that the internal resources of supplier networks are a source of competitive advantage for the client companies of these suppliers. However, studies of social networks from a dynamic supply chain perspective as a source of supply for SMEs need scientific insight, especially for the purpose of value creating and reducing poverty.…”

Section: Social Network and Information Sharingmentioning

confidence: 91%

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Producers supplying strategic network, value creation and exporting SME growth

Dagbelou¹,

Adekambi²,

Yabi³

2020

J. Dev. Agric. Econ.

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Strategic networks of agricultural suppliers for the creation of value added are an interesting field of research in the developing countries. Indeed, various scientific works were interested with social networks as well as on their members' relationship and on their management. However, social networks as strategic suppliers are able to solve SME's supply credit problems; the need to analyze networks with a view to creating added value for members of these networks remains less examined in literature. To understand the place of the networks in SMEs, a method of content analysis was used to analyze the data collected which included five focus groups of 8 people and twelve interviews. Most participants are producers / suppliers of cassava and shea nuts. The results show that supplier networks allow members to increase their revenues and also improve their skill level.

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Section: Discussionsupporting

confidence: 75%

Section: Social Network and Information Sharingmentioning

confidence: 91%

Producers supplying strategic network, value creation and exporting SME growth

Dagbelou¹,

Adekambi²,

Yabi³

2020

J. Dev. Agric. Econ.

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“…Since supplier innovation value is a dyadic concept, we consider structural capital also at the dyad level: the supplier's network position in relation to the network position of a buying firm in an interfirm network (Lorrain & White, 1971). This interfirm network is composed of the focal buying firm, supplier, and their customers and suppliers (Yan et al, 2017). Buyer-supplier structural equivalence is used to capture the structural capital in the buyer-supplier dyad.…”

Section: The Effect Of the Structural Dimension Of Social Capital Omentioning

confidence: 99%

“…In fact, all the statistical analyses conducted in this study (both simple correlations in Table 2 and regression coefficients throughout Table 3 and Appendix) consistently show that a supplier's R&D intensity is not correlated with a supplier's chance to create an award-winning innovation for a particular OEM. Therefore, this study focuses on a dyad-level outcome measure-supplier innovation value-which is relative to a certain buying firm (Yan et al, 2017). One possible reason that previous supplier innovation studies focused only on firm-level supplier innovation outcomes is the difficulty of measuring a supplier's innovation value in the eyes of a buying firm.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Supplier innovation value from a buyer–supplier structural equivalence view: Evidence from the PACE awards in the automotive industry

Chae

Yan

Yang

2019

J of Ops Management

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With the growing demand for smarter, cleaner, and safer cars, automotive original equipment manufacturers (OEMs) are increasingly seeking novel inventions from innovative new or foreign suppliers. However, not all innovative suppliers are equally valuable for an OEM. When transforming novel inventions into products, OEMs could find it challenging to work with the suppliers with whom they lack trust or have limited shared understanding. In this study, we adopt a social capital perspective to understand how three types of social capital (i.e., structural, relational, and cognitive) influence a supplier's innovation value to the OEM. Hypotheses are tested using a unique data set combining the supply network structure and automotive supplier innovation award. Our results suggest that it is more difficult to obtain innovation value from a new or culturally distant foreign supplier. However, we also found that suppliers whose networks overlap more with the OEM's network are more likely to provide valuable innovations to the OEM, an effect that is stronger for culturally distant suppliers. This study contributes to the supply network and innovation literature by highlighting the importance of understanding the dyadic social capital between the buyer and supplier when evaluating innovation value of a supplier to a buying firm.

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“…Thus, reciprocal relationships through a keiretsu have strengthened regional and business-to-business relationships (Lincoln, Gerlach, and Takahashi 1992;Lincoln, Gerlach, and Ahmadjian 1996;Helou 1991;McGuire and Dow 2002). In the context of innovation, companies that have the ability to connect are important in terms of knowledge creation, rather than large companies or those with high sales volumes (Dyer and Singh 1998;Hitt et al 2000;Jacobides, Knudsen, and Augier 2006;Lii and Kuo 2016;Yan, Yang, and Dooley 2017).…”

Section: Introductionmentioning

confidence: 99%

Business partner selection considering supply-chain centralities and causalities

Sasaki

Sakata

2020

Supply Chain Forum: An International Journal

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While network centricity-based supplier recommendation models can make predictions with high accuracy, they do not sufficiently encompass supply chain causality, and their interpretability is controversial. We propose adding conditional probabilities from the Bayesian network to a supplier predictive model to improve interpretability while maintaining the performance of the social network approach. We construct a supplier forecasting model for 327,012 corporate transactions in the Northeast region of Japan using corporate attributes, network centrality, and conditional probabilities as features and discuss both performance and interpretability. Random forest, support vector machine, and logistic regression were applied as classifiers, and the outputs were compared. The proposed model exceeded an F1 score of 80%, and we found that conditional probabilities have resulted in the highest significance. By incorporating causal features, we were able to construct an accurate and interpretable model. Our findings have implications for companies' choice of suppliers and for local governments' consideration of regional industrial policy from a macro perspective.

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A theory of supplier network-based innovation value

Cited by 64 publications

References 93 publications

Producers supplying strategic network, value creation and exporting SME growth

Producers supplying strategic network, value creation and exporting SME growth

Supplier innovation value from a buyer–supplier structural equivalence view: Evidence from the PACE awards in the automotive industry

Business partner selection considering supply-chain centralities and causalities

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