The Role of Ambidexterity in Managing Buyer-Supplier Relationships: The Toyota Case
The Role of Ambidexterity in Managing Buyer-Supplier Relationships: The Toyota Case
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DOI：
10.1287/orsc.2017.1156
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发表时间：
2017-11-01
影响因子：
4.1
通讯作者：
Wilhelm, Miriam
中科院分区：
文献类型：
--
作者：
Aoki, Katsuki;Wilhelm, Miriam
大多数双元性理论处理企业内部或联盟伙伴之间的业务单位之间的管理探索开发权衡，但这些理论仍然有待扩展到买方供应商关系的水平。通过对丰田汽车公司的深入案例研究，我们说明了购买公司如何能够同时实现短期和长期利益与他们的长期供应商。以两种本质上不同的活动为出发点大规模生产与其重点开发和产品开发与其重点探索，我们表明，故意使用的模糊性和明确性可以作为一种抵消机制，对过分强调探索或开发。我们还表明，结构分离和结构一体化是两个组织系统，可以用来购买公司，以帮助供应商实现其业务的双元性。最后，我们认为，“必要的安全性”可以帮助激励供应商解决矛盾的紧张局势故意制造的购买公司。
Most ambidexterity theories deal with managing exploration-exploitation trade-offs among business units within firms or between alliance partners, but these theories remain yet to be extended to the buyer-supplier relationship level. Through an in-depth case study of the Toyota Motor Corporation, we illustrate how buying firms can simultaneously achieve short-term and long-term benefits with their long-standing suppliers. Taking two inherently different activities as a starting point-mass production with its focus on exploitation and product development with its focus on exploration-we show that the deliberate use of ambiguity and explicitness can function as a countervailing mechanism against overemphasizing either exploration or exploitation. We also show that structural separation and structural integration are two organizational systems that can be used by buying firms to help suppliers realize ambidexterity in their operations. Finally, we argue that "requisite security" can help to motivate suppliers to address the paradoxical tensions deliberately created by buying firms.