Bridging inter‐ and intra‐firm boundaries: management of supplier involvement in automobile product development

Akira Takeishi

734 citations0/0 files storedStrategic Management Journal

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Outsourcing and Supply Chain Management Innovation and Knowledge Management Quality and Supply Management

Abstract

Abstract Outsourcing has become an important strategy for many firms. Yet, firms need to compete with their competitors who also outsource and may share the same suppliers. This article explores how a firm could outperform others in managing the division of labor with a supplier in product development. Drawing on the empirical data collected from the Japanese auto industry, this paper shows that an automaker needs capabilities to coordinate various activities both externally with a supplier and internally within its own organization, in order to gain better component development performance. Overall, the results imply that outsourcing does not work effectively without extensive internal effort. Copyright © 2001 John Wiley & Sons, Ltd.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1984A resource‐based view of the firm 1995The Knowledge-Creating Company 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1981Measuring and Assessing Organizations.1996SPECIALIZED SUPPLIER NETWORKS AS A SOURCE OF COMPETITIVE ADVANTAGE: EVIDENCE FROM THE AUTO INDUSTRY 1989Manufacturer-supplier relationships in Japan and the concept of relation-specific skill

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