liu.seSearch for publications in DiVA
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Knowledge Integration in Buyer-Supplier Collaboration in Product Development
Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
2014 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

Recent research in the field of buyer-supplier collaboration has found that product innovation increases if suppliers and their buyers exchange what they know. From a knowledge-based view, it is argued that both buyers and suppliers are important sources of knowledge. Still, the field lacks a comprehensive understanding of: 1) knowledge integration with buyers in terms of what the buyer’s contribution specifically consists of, 2) the timing of this contribution, and 3) how exactly this buyer knowledge integrates in a collaborative product development project. Therefore, the purpose of this thesis is to investigate how suppliers integrate knowledge with buyers in collaborative product development projects.

This study examines six case studies in three industrial sectors, and examines an extensive collection of literature based on interviews, workshops and focused group meetings. The thesis also includes a compiled summary and three appended papers.

The first of these three papers identifies knowledge content and timing of knowledge integration with buyers. The second paper highlights the mechanisms that suppliers use to integrate knowledge with buyers. The third and final paper describes internal integration approaches that enhance and facilitate the knowledge integration between buyers and suppliers.

A principal contribution of this thesis is its demonstration of the dynamism of knowledge integration, specifically in understanding how knowledge integration is used in different phases of product development and how this integration may change over time. The study reveals that knowledge content, which need to be integrated with the buyer, must align with the requirements of each phase of the product development process. Moreover, different knowledge integration mechanisms may be used between the buyer and suppliers during each phase of the project.

Place, publisher, year, edition, pages
Linköping: Linköping University Electronic Press, 2014. , 62 p.
Series
Linköping Studies in Science and Technology. Thesis, ISSN 0280-7971 ; 1668
National Category
Engineering and Technology
Identifiers
URN: urn:nbn:se:liu:diva-106338ISBN: 978-91-7519-298-7 (print)OAI: oai:DiVA.org:liu-106338DiVA: diva2:715513
Presentation
2014-05-12, A35, A-huset, Campus Valla, Linköpings universitet, Linköping, 13:00 (English)
Opponent
Supervisors
Available from: 2014-05-05 Created: 2014-05-05 Last updated: 2016-08-29Bibliographically approved
List of papers
1. Integrating buyer knowledge in suppliers’ new product development project
Open this publication in new window or tab >>Integrating buyer knowledge in suppliers’ new product development project
(English)Manuscript (preprint) (Other academic)
Abstract [en]

In collaborative buyer-supplier collaboration, suppliers do not only contribute with their knowledge to their customers’ product development process, but they also benefit themselves from a systematic knowledge exchange with buyers. This paper examines knowledge integration processes that take place between suppliers and their buyers, with a specific focus on how suppliers integrate the knowledge of their buyers in their new product development processes. Four relationships with buyers in four new product developments at two large international suppliers are studied. The findings indicate that two drivers of knowledge integration approaches with buyers are important: (1) the locus of initiative of the new product development effort and (2) the buyer’s technical knowledge. Three situation of knowledge integration with buyers are determined differing in timing of knowledge integration and content of knowledge that is integrated in the supplier’s product development process. The paper’s main managerial implication is related to the need to differentiate knowledge integration approaches from project to project.

Keyword
Buyer-supplier relationships; knowledge integration; new product development; buyer’s technical knowledge; locus of initiative
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-106330 (URN)
Available from: 2014-05-05 Created: 2014-05-05 Last updated: 2016-08-29Bibliographically approved
2. Knowledge Integration in Development of Complex Systems: what Suppliers Actually Do to Integrate with Buyers?
Open this publication in new window or tab >>Knowledge Integration in Development of Complex Systems: what Suppliers Actually Do to Integrate with Buyers?
(English)Manuscript (preprint) (Other academic)
Abstract [en]

The importance of internal integration for effective inter-firm collaboration with suppliers has been acknowledged, however it is unclear how internal integration is achieved in complex product development projects. This paper investigates how internal integration takes place and explores related project management challenges. Three internal integration approaches are found: integration based on multidirectional, frequent interaction; based on delimited, problem-solving teams; and based on unidirectional, information-oriented interaction. The paper shows that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers rather than the overall product system. Consequently, in complex product development projects with several different suppliers involved, the specific supplier task rather than the overall project task determines internal integration in the project. This creates important challenges for organisation, and requires flexibility in internal integration approaches.

Keyword
Internal integration; Supplier involvement; Task uncertainty; Collaborative projects; Subsystem; Case study
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-106335 (URN)
Available from: 2014-05-05 Created: 2014-05-05 Last updated: 2016-08-29Bibliographically approved
3. Internal integration in complex collaborative product development projects
Open this publication in new window or tab >>Internal integration in complex collaborative product development projects
2016 (English)In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 20, no 1, 1-28 p., 1650008Article in journal (Refereed) Published
Abstract [en]

While the importance of internal integration for effective inter-firm collaboration with suppliers is widely acknowledged, it is presently unclear how it is achieved in complex collaborative product development projects. This paper aims to address this gap in extant knowledge by investigating the internal integration approaches and exploring related project management challenges. Specifically, three internal integration approaches are found, namely integration based on multidirectional, frequent interaction; integration based on delimited, problem-solving; and based on unidirectional, information-oriented interaction. The study findings suggest that internal integration approaches are related to the degree of uncertainty in the subsystems of the suppliers, rather than the overall product system. Consequently, in complex product development projects involving many internal functions and several different suppliers, the specific supplier tasks, rather than the overall project structure and aims, determine the mode of internal integration required. This complexity creates important challenges for organisation, and requires flexibility in internal integration approaches.

Place, publisher, year, edition, pages
Imperial College Press, 2016
Keyword
Internal integration, supplier involvement, task uncertainty, collaborative projects, subsystem, case study
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-114889 (URN)10.1142/S1363919616500080 (DOI)000387132300008 ()2-s2.0-84959565960 (Scopus ID)
Note

The previous status of this article was Manuscript.

Available from: 2015-03-05 Created: 2015-03-05 Last updated: 2017-12-04Bibliographically approved

Open Access in DiVA

omslag(106 kB)34 downloads
File information
File name COVER01.pdfFile size 106 kBChecksum SHA-512
2758dcef9d660d7feb5b9f3eb207178088c106061e12611839ed04238799ae960d554262a1fac7107118ab29fac54c8916e29ef084fe0607abeb0bcdd86924c0
Type coverMimetype application/pdf

Authority records BETA

Eslami, Mohammad Hossein

Search in DiVA

By author/editor
Eslami, Mohammad Hossein
By organisation
Project Innovations and EntrepreneurshipThe Institute of Technology
Engineering and Technology

Search outside of DiVA

GoogleGoogle Scholar
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

isbn
urn-nbn

Altmetric score

isbn
urn-nbn
Total: 331 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf