Vertical Coopetition: Effect of Supplier Relationship Management Strategies on Supplier Involvement in New Product Development
Vertical Coopetition: Effect of Supplier Relationship Management Strategies on Supplier Involvement in New Product Development
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DOI：
10.1109/tem.2022.3192181
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发表时间：
2024
影响因子：
5.8
通讯作者：
Xiaotian Yang
中科院分区：
文献类型：
--
作者：
Xiaotian Yang
在复杂的“纵向竞合”关系中，本文旨在探讨制造商如何制定供应商关系管理策略，以激励供应商参与新产品开发活动。研究了两种竞争性和合作性SRM策略（引入供应商竞争和持有供应商股份）对合作创新绩效的影响，合作创新绩效是以供应商参与度作为衡量指标的时滞性结果。本文使用了1994年至2016年日本汽车产业的面板数据，进行了固定效应负二项回归分析。研究结果揭示了引入竞争对供应商的倒U形效应和持有供应商股份对合作创新绩效的积极影响。他们还表明，持有供应商股份可以削弱引入竞争在共同创新中的弯曲作用，但倒U形仍然存在。持有高比例的供应商的股份，同时为供应商引入适度的竞争将是一个相对较好的战略，以增加供应商参与新产品开发和共同创新。研究结果提供了深入的战略采购，并有助于企业间的coopetition文学专注于垂直买家SRM战略和供应商参与新产品开发中的作用。
In the complex “vertical coopetition” relationship, this article aims to explore how manufacturers develop supplier relationship management (SRM) strategies to motivate supplier involvement in their new product development (NPD) activities. It investigates the influence of two competitive and cooperative SRM strategies (introducing competition for suppliers and holding supplier shares) on coinnovation performance which is the result of supplier involvement measured in a time-lagged manner. This article used the panel data on the Japanese automobile industry from 1994 to 2016 with fixed-effect negative binomial regression analysis. The results shed light on the inverted U-shaped effect of introducing competition for suppliers and the positive effect of holding supplier shares on coinnovation performance. They also indicate that holding supplier shares can weaken the curved role of introducing competition in coinnovation, but the inverted U-shape persists. Holding a high proportion of a supplier's shares and simultaneously introducing moderate competition for the supplier would be a relatively better strategy for increasing supplier involvement in NPD and coinnovation. The findings provide insights into strategic sourcing and contribute to the interfirm coopetition literature by focusing on vertical buyer-SRM strategies and their roles in supplier involvement in NPD.