Involving purchasing in product development

Williams, Alvin J.; Smith, William C.

doi:10.1016/0019-8501(90)90003-e

Cited by 28 publications

(14 citation statements)

References 4 publications

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“…•What is the role of the purchasing department? Purchasing skills Worker and manager knowledge (education level, experience, distinctive competences) in the purchasing department Burt (1989); Williams and Smith (1990); Carr and Pearson (2002); Hart (1995); Tu et al (2006); Croom (2001) • What are competences and skills that purchasing employees must have?…”

Section: Status Of Purchasing Departmentmentioning

confidence: 99%

Organizing the purchasing department for innovation

Luzzini

Ronchi

2010

Oper Manag Res

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Innovation is by far one of the most important competitive priorities in the current business context. Companies increasingly rely on their supply base to support their innovation potential. As a consequence, the purchasing department might dramatically affect the firm's innovation capability. This paper aims to investigate-using a multiple case study approach-how the organizational design of the purchasing department could determine a firm's capability to foster and manage innovation. Seven highly innovative companies were visited and the structures of their purchasing departments were analyzed. Three different configurations for the purchasing department were identified and described.

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Section: Status Of Purchasing Departmentmentioning

confidence: 99%

Organizing the purchasing department for innovation

Luzzini

Ronchi

2010

Oper Manag Res

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“…A firm in order to produce innovation, has to assimilate the external stock of knowledge and combine it with its competence, thereby producing new knowledge (Mahajan and Wind, 1992;Workman, 1993;Griffin and Hauser, 1994;Pisano, 1994;Bruce and Morris, 1995;Davies-Cooper and Jones, 1995;Williams and Smith, 1990; Axelsson and Håkansson, 1990). In this perspective, the process of new product development is encouraged by the integration of knowledge between an inter-enterprise network and an intra-enterprise network, which can considered in the various functions of the firm (marketing, research and development, production, purchasing).…”

mentioning

confidence: 96%

“…Keywords: Knowledge, Bureaux de style, Interaction, Textile innovation, Fashion trend S. Guercini, S. Ranfagni / Journal of Global Fashion Marketing 3-1 (2012) (Schwenk, 1988;Lektorskii, 2010)，。，。 (Cooper and Kleinschmidt 1987;Von Hippel, 1988, 2011Jones and Ritz 1991;Rangan, Melvyn and Mayer 1992;Clark and Fujimoto 1991;Leonard-Barton, 199 5)。。，， (Mahajan and Wind, 1992;Workman, 1993;Griffin and Hauser, 1994;Pisano, 1994;Bruce and Morris, 1995;Davies-Cooper and Jones, 1995;Williams and Smith, 1990;Axelsson and Håkansson, 1990)…”

mentioning

confidence: 96%

Creation of Fashion Trends and Role of the Bureau de Style for Textile Innovation

Guercini

Ranfagni

2012

Journal of Global Fashion Marketing

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The aim of this paper is to examine the bureaux de style as producers of fashion trends and their interactions with textile firms in order to analyze their contribution in terms of knowledge and of competence to textile innovation processes. The business relationships for innovation has considerable current importance in the textile sector. Although this industry is considered mature, product innovation, based on the generation and exploitation of fashion trends, represents a fundamental strategic option to face the increasingly competitive pressure.From a theoretical point of view, the achievement of our research goals has led us to analyze the scientific paradigms of knowledge generation and of cognitive networks as conceptual frameworks. As to knowledge generation we focus on constructivism, which considers the creation of knowledge as a generative act (WeickDrazin et al. 1999). In other words knowledge is not just a revelation of an objectively given situation; its generation means creating a reality and actively influencing the surrounding circumstances, which it contributes to shaping (Von Glasersfeld, 1981). According to this approach the process of knowledge generation can be subdivided into the three specific stages: a) activation of the environment; b) selection of environment on the basis of the search for causal linkages; and c) retention of the constructed environment. Portions of potential knowledge are identified in the environment that can take form and be built as a subjective act. The constructivist approach is opposed to the cognitive approach , which considers knowledge as a representation of a world, outside the subject; this is because the object of thought processes is consists of symbols and situations which are structured by encoding and elaborating information. In connection with the cognitive network (Schwenk, 1988;Lektorskii, 2010), we introduce the concept of relations as way of sharing and exploiting knowledge to generate product innovation. In particular relations among firms can favor the exchange and sharing of cognitive resources, producing a co-evolution of their own learning processes and product 1)

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“…Previous studies have linked tactical sourcing levers with performance but have concentrated on one of few tactics (Hartley, 2000;Horn et al, 2013;Schoenherr and Mabert, 2011;Williams and Smith, 1990). This study goes beyond previous works by providing results from a large-scale, empirical and simultaneous analysis of all seven core tactical sourcing levers and discussing these levers' influence on cost and innovation performance at the sourcing category level of analysis.…”

Section: Conclusion: the Study Goes Beyond Previous Work By Providimentioning

confidence: 95%

“…Horn et al (2013) concluded that international supply chains often fall behind cost-saving expectations. Williams and Smith (1990) claimed that buyers must play a pivotal role in product optimisation. McGinnis and Vallopra (1999) found that purchasing plays a major role in process improvement.…”

Section: Tactical Sourcing Levers: Tactics At the Sourcing Category Lmentioning

confidence: 99%

Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

Hesping¹

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Involving purchasing in product development

Cited by 28 publications

References 4 publications

Organizing the purchasing department for innovation

Organizing the purchasing department for innovation

Creation of Fashion Trends and Role of the Bureau de Style for Textile Innovation

Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

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