Information Sharing in a Supply Chain with Horizontal Competition

Li, Lode

doi:10.2139/ssrn.316682

Cited by 137 publications

(261 citation statements)

References 24 publications

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“…Lee (2001) defined knowledge sharing as the transfer or dissemination of knowledge from one person, group, or organisation to another. In the NPD process, knowledge sharing is essential among NPD teams (Henderson, 2002;Li, 2002). Upon receiving the shared knowledge, the NPD team and its members study, interpret and immediately achieve a consensus and cohesive understanding of the received knowledge.…”

Section: Knowledge Sharing With Business Partners In Npdmentioning

confidence: 99%

“…The current advanced technologies enable a huge amount of information and knowledge to be shared among firms (Henderson, 2002;Li, 2002) through inter-firm joint new product development (NPD). However, industrial experiences and past research findings indicate that opportunism usually exists in inter-firm IJOPM 35,7 relationships (Wathne and Heide, 2000).…”

Section: Introductionmentioning

confidence: 99%

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Knowledge sharing, commitment and opportunism in new product development

Yam

Chan²

2015

International Journal of Operations &Amp; Production Management

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Access to this document was granted through an Emerald subscription provided by emeraldsrm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -In today's market, firms are riding on the wave of globalisation to enhance competitiveness through corporate collaboration in new product development (NPD). In joint NPD, huge amounts of information and knowledge are interchanged among business partners. However, industrial experience and past research have indicated that knowledge sharing among firms invite opportunism, that is, knowledge being leaked or misused by others. To determine the means to rectify the problems of opportunism in joint NPD, the purpose of this paper is to investigate the effect of commitment and knowledge sharing on opportunism. Design/methodology/approach -An online questionnaire survey was conducted to verify the research model with 312 valid responses from manufacturing firms. The survey data were analysed by structural equation modelling, and the findings were verified by follow-up interviews. Findings -Contradictory to most studies, this study finds that knowledge sharing among committed business partners suppresses, rather than invites, opportunism. Research limitations/implications -This finding is new in the literature with strong managerial implication. Firms that hesitate to share their knowledge with others because of the fear of opportunism should commit more seriously to their business partners so that they could share knowledge for better NPD. Originality/value -This study has reversed the sceptical belief of knowledge sharing leading to opportunism. This new belief will encourage corporate collaboration in joint NPD. However, for a comprehensive view on opportunism in inter-firm NPD, other governance mechanisms, that is, contract and trust, should also be studied in future research.

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Section: Knowledge Sharing With Business Partners In Npdmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Knowledge sharing, commitment and opportunism in new product development

Yam

Chan²

2015

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

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“…From a control theoretic approach, Dejonckheere, Disney, Lambrecht and Towill [3] examined the beneficial impact of information sharing in multi-tier supply chains and discovered that information sharing could help to reduce the bullwhip effect and high inventory cost in the chains with different inventory policies. Both Li [4] and Zhang [5] considered the supply chain with one manufacturer and multiple competing retailers. They studied the incentives for retailers to share their private information with the manufacturer under Cournot and Bertrand competition.…”

Section: Introductionmentioning

confidence: 99%

Study on the Information Sharing Incentive and Supervisory Mechanism in Supply Chain

Bai

Yang

2008

2008 4th International Conference on Wireless Communications, Networking and Mobile Computing

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Information sharing incentive and supervisory mechanism enhances the current supply chain management environment. Based on the principal-agent theory, this paper studies how the core enterprise provides an incentive and supervisory mechanism to the partner enterprises, so as to improve their effort level of information sharing. In the designed mechanism, the liner function is firstly induced to describe the relationship between effort level of partner enterprises and output. Then by comparing the linear contract under symmetric information with asymmetric information, different parameter's terms to ensure the validity of mechanism is discussed. Keywords-supply chain management; information sharing; incentive and supervisory mechanism978-1-4244-2108-4/08/$25.00

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“…Gavirneni (2002) showed that the benefit of information sharing to the manufacturer is significant when the wholesale price alternates between high and sharing [7] . Li (2002) considered the effects of information sharing on pricing decisions within a supply chain consisting of one manufacturer and multiple competing retailers. He showed that retailers would not voluntarily share their information [8] .…”

mentioning

confidence: 99%

“…Li (2002) considered the effects of information sharing on pricing decisions within a supply chain consisting of one manufacturer and multiple competing retailers. He showed that retailers would not voluntarily share their information [8] . Zhang (2002) investigated a simple two-echelon supply chain with one manufacturer and two retailers, which engaged in to Cournot or Bertrand competition, he analyzed the optimal strategy of partners and studied the incentives for firms to share information [9] .…”

mentioning

confidence: 99%

The Value of Downstream Information Sharing on Upstream Supply Chain

Tian

Pan

2008

2008 4th International Conference on Wireless Communications, Networking and Mobile Computing

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In this paper, we consider a make-to-order supply chain consisting of a single upstream (one manufacture) and downstream ( n retailers) which are engaged in Curnot competition and have some private information of demand. Under our assumption, we investigated the value of sharing the demand information of downstream on upstream supply chain. The results showed upstream (the manufacturer) always can get a non-negative value from information sharing, and this value will be increased by share information from more retailers. But the profits of the retailers always worse off by disclosing their demand information to the manufacturer.

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Information Sharing in a Supply Chain with Horizontal Competition

Cited by 137 publications

References 24 publications

Knowledge sharing, commitment and opportunism in new product development

Knowledge sharing, commitment and opportunism in new product development

Study on the Information Sharing Incentive and Supervisory Mechanism in Supply Chain

The Value of Downstream Information Sharing on Upstream Supply Chain

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