Collaborative networking in a multi‐stage industrial channel

Fujimoto, Hisao

doi:10.1108/09600030310471970

Cited by 5 publications

(5 citation statements)

References 25 publications

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“…Nielson (1998) suggested that closeness between partners is positively associated with a commitment to the relationship. Fujimoto (2003) also found that an embedded tie encourages each party to make considerable commitments. Thus:…”

Section: Embedded Ties and Competitive Advantagementioning

confidence: 94%

Embedded ties and the acquisition of competitive advantage

Huang

Chang²

2008

Journal of Intellectual Capital

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Purpose -Drawing on embeddedness theory, the purpose of this paper is to develop a comprehensive model that explains the incremental innovation process in the supplier-manufacturer relationship. Design/methodology/approach -Utilizing the partial least squared (PLS) technique, this study examines the incremental innovation process through the theoretical lens of the embeddedness perspective. Findings -The overall picture emerging from this study indicates that establishing an embedded tie between a manufacturer and a primary supplier enables the creation of informal coordination mechanisms, including trust, joint problem-solving, and commitment. These coordination mechanisms safeguard the transfer of knowledge and lead the partners to joint action. Such joint action provides an interactive forum for developing innovation capabilities that allow firms to enhance their incremental innovation performance. Research limitations/implications -From an academic perspective, this study is the first to examine the innovation process theoretically through the embeddedness perspective. Practical implications -The evidence reported here is consistent with the finding that relational embeddedness plays a strong role in predicting better incremental innovation. In addition to engaging in their own trial-and-error experimentation to develop innovation capabilities, firms learn about innovation capabilities vicariously through embedded ties with primary exchange partners. Originality/value -In essence, these results provide valuable insights for managers who wish to draw on knowledge from external sources in their innovation activities. Whereas previous studies have shown how a firm's incremental innovation is influenced by its internal resources, this paper illustrates that relational embeddedness also represents an important source of incremental innovation.

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Section: Embedded Ties and Competitive Advantagementioning

confidence: 94%

Embedded ties and the acquisition of competitive advantage

Huang

Chang²

2008

Journal of Intellectual Capital

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“…The importance of relationship of dependent and independent, external and internal participants in a CMN has been described by several researchers. Firstly, it is need to define participants relationship in a collaboration network [24,25,29,30,31,32]. Then trust and commitment in this relationship are required to link their activities and resource ties and to describe interdependency of internal and external participants, determine performance network and identify additional opportunities for joint project [8,11,25,33,34].…”

Section: Relationship Of Dependent and Independent Participantsmentioning

confidence: 99%

“…This also can be used to gain competitive advantages in cost savings, technological innovation, shorter lead times, joint marketing program and shortened response time [35] under the competitive pressures. This is important in determining long term relationship [26,31,36]. This long term relationship need strong business interdependencies which is relies on information exchange, collaborative planning and operation management and business rules of the game [11,30,35].…”

Section: Relationship Of Dependent and Independent Participantsmentioning

confidence: 99%

Identifying Model for Decision Making Process in a Collaborative Manufacturing Network Environment

Firmansyah¹,

Djafar²

2018

EPI-IJE

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In order to be competitive through globalisation and free trade agreements, Small Manufacturing Enterprises must provide a high quality products at a competitive price at the right time. But inadequate resources of the enterprises have prevented them to remain competitive. Therefore they need to innovate and find new ways to overcome these challenges. Collaborative Manufacturing Network (CMN) is a way forward to address these challenges. However, the process of collaboration is not a simple process. Instead, it is a complex and very dynamic process since there are many factors involved that need to be considered for the establishment of a successful collaboration. Many researches have been conducted in this area of CMN, but there are still numerous unsolved problems identified. Decision making issues and formulating business collaboration model in a context of CMN are two such issues. This research tries to identify the problems faced in a CMN environment, stress on the importance of building a model based on the consideration of aspects involved in a CMN and then identifying model for decision making process in a CMN Environment.

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“…Location is a key factor for all the transport operators [2,[4][5][6][7]. Reduction of the delivery time to the final destination or to the following passage of the logistics/transport chain is one of the elements that could make an important difference when a transport operator is being chosen.…”

Section: Introductionmentioning

confidence: 99%

Research on Public Logistics Centre as Tool for Cooperation

Jaržemskis

2007

Transport

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This paper focuses on logistics centre concept and benefits for users. Intermodal benefit, forwarders impact, IT solutions, new transport flows due to synergy, better supply chain management, additional services, cost sharing, economies of scale, quality of the services, know‐how, joint marketing impact, and benefit for growth of third‐party logistics services are presented. The main bottlenecks such as duration of planning logistics centres process, pressure to land use for other purposes and problems caused by legislation are described. Results of pilot study of benefits from business cooperation are presented and concluded as well.

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Collaborative networking in a multi‐stage industrial channel

Cited by 5 publications

References 25 publications

Embedded ties and the acquisition of competitive advantage

Embedded ties and the acquisition of competitive advantage

Identifying Model for Decision Making Process in a Collaborative Manufacturing Network Environment

Research on Public Logistics Centre as Tool for Cooperation

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