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What the hare can teach the tortoise about make-buy strategies for radical innovations

Perrons, Robert K., Richards, Matthew G. , & Platts, Ken (2005) What the hare can teach the tortoise about make-buy strategies for radical innovations. Management Decision, 43(5), pp. 670-690.

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Abstract

Purpose of this paper – The purpose of this investigation is to help establish: whether or not strong relationships between suppliers and customers improve performance; and if prescriptive frameworks on outsourcing radical innovations are dependent on industry clockspeed.

Design/methodology/approach – A survey of UK-based manufacturers, followed by a statistical analysis.

Findings – Long-term supplier links seem not to play a role in the development of radical innovations. Moreover, industry clockspeed has no significant bearing on the success or failure of any outsourcing strategy for radically new technologies.

Research limitations/implications – Literature about outsourcing in the face of radical innovation can be more confidently applied to industries of all clockspeeds.

Practical implications – Prescriptions for fast clockspeed industries should be applied more broadly: all industries should maintain a high degree of vertical integration in the early days of a radical innovation.

Originality/value – Prior papers had explored whether or not a company should outsource radical innovations, but none had determined if this is equally true for slow industries and fast ones. Therein lies the original contribution of this paper.

Impact and interest:

6 citations in Scopus
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ID Code: 46471
Item Type: Journal Article
Keywords: Innovation, Make or buy decisions, Outsourcing, Supplier relations, United Kingdom
DOI: 10.1108/00251740510597707
ISSN: 0025-1747
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Emerald Group Publishing Limited
Copyright Statement: Copyright © 2005, Emerald Group Publishing Limited
Deposited On: 13 Oct 2011 16:29
Last Modified: 01 Mar 2012 00:36

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