Developing new products in the automotive industry: exploring the interplay between process clockspeed and supply chain integration

Parente, Ronaldo; Geleilate, Jose Mauricio Galli

doi:10.1093/icc/dtv039

Cited by 9 publications

(2 citation statements)

References 69 publications

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“…In addition to the industry-level conceptualizations (Chavez et al , 2012; Guimaraes et al , 2007), clockspeed has also been examined at the firm level (Parente and Geleilate, 2016) and at the sub-system level of a systemic industry (Dedehayir and Mäkinen, 2011). Of these, the systemic industry concept is relevant for this study.…”

Section: Literature Reviewmentioning

confidence: 99%

Ambidextrous supply chain managers in a slow clockspeed industry: evidence from a Brazilian adhesive manufacturer

Souza-Luz

Gavronski

2019

SCM

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Purpose Conventional wisdom posits that firms in slow clockspeed industries usually favor exploitation over exploration, prioritizing the need to increase efficiency, reduce costs and invest in process improvements. However, what happens when such firms face structural changes in the long run? The authors claim that even firms in slow clockspeed industries should be ambidextrous, that is, they should develop both exploration and exploitation capabilities. Supply chain (SC) managers are key players in enabling organizational ambidexterity. This paper aims to identify the abilities that characterize the ambidextrous SC managers. Design/methodology/approach The authors collected data from an in-depth case study through ethnographic research, non-participant observation and interviews with SC managers at a Brazilian chemical firm embedded in a slow clockspeed network of clients. These longitudinal data were used to demonstrate the process of implementing new projects in an SC department. Findings The authors propose a set of key abilities that enable ambidexterity in SC managers for them to contribute effectively to the SC exploration and exploitation practices: a holistic yet focused view; prior experience in multiple functional areas; technical knowledge; openness towards network connectivity; openness to sharing ideas with other managers; empathy; and entrepreneurial capabilities. Research limitations/implications This paper contributes to the SCM ambidexterity literature by bringing to light the abilities of successful ambidextrous SC managers. The seven abilities identified are discussed. The authors formulate theoretical propositions on how these abilities enable SC managers’ ambidexterity. Practical implications This study provides SC managers with the knowledge of a set of individual abilities they should develop among their SC personnel to offer a more suitable environment in their departments for ambidexterity to take place. In addition, these abilities can be used as screening criteria in personnel selection processes to increase the proportion of ambidextrous employees within the firm. The identified characteristics could also be used as recruitment criteria for managerial positions in SCM. Originality/value This research advances SC literature by studying SC managers through the lens of the organizational ambidexterity literature. Using a combination of case study, non-participant observation and ethnographic research, the authors derive a set of propositions for the characteristics of ambidextrous SC managers.

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Section: Literature Reviewmentioning

confidence: 99%

Ambidextrous supply chain managers in a slow clockspeed industry: evidence from a Brazilian adhesive manufacturer

Souza-Luz

Gavronski

2019

SCM

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“…). For decades, the industry has engaged in what would now be called open innovation strategies, including an intricate supplier network acting in multiple stages of research and product development(Parente & Geleilate, 2016) as well as being an industry with an extensive knowledge base for…”

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confidence: 99%

Open innovation integration to product development process: an industrylevel analysis within brazilian automotive companies.

Marin¹

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The automotive industry is no stranger to the concept of the so-called Open Innovation (OI), even decades before this expression started to be recognized among the scientific community. The purpose of the present study is to analyze how OI activities occur in Product Development Process (PDP) and design of new products. The focus of research is within Brazilian automakers and auto parts companies. The project is based in a survey and structured such that three main constructs are analyzed: the main characteristics of the PDP and how OI practice impact it, actors (and their characteristics) involved in the practice of OI, and risks and barriers to the implementation of new OI projects. The survey is applied to engineers and managers working in departments involving product development, with varying expertise. It intends to verify what the implications of open innovation regarding product development are, who are the main actors involved in those activities and what barriers and risks most hinder organizations from implementing them further. It also asks the question of how mature those organizations are regarding open innovation concepts and tools in their innovation process.

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Supply chain innovation research: A bibliometric network analysis and literature review

Malacina

Teplov

2022

International Journal of Production Economics

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Developing new products in the automotive industry: exploring the interplay between process clockspeed and supply chain integration

Cited by 9 publications

References 69 publications

Ambidextrous supply chain managers in a slow clockspeed industry: evidence from a Brazilian adhesive manufacturer

Ambidextrous supply chain managers in a slow clockspeed industry: evidence from a Brazilian adhesive manufacturer

Open innovation integration to product development process: an industrylevel analysis within brazilian automotive companies.

Supply chain innovation research: A bibliometric network analysis and literature review

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