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Integrating External Knowledge in New Product Development: The Influence of SupplierKnowledge
Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.ORCID iD: 0000-0002-5427-3560
(English)Manuscript (preprint) (Other academic)
Abstract [en]

When firms become increasingly dependent on external knowledge to be innovative and competitive, new product development (NPD) transforms into an activity focused on integrating external and internal knowledge bases. Consequently, firms need to open up their firm boundaries while at the same time manage the dilemma of risk of undesirable knowledge leakages. Little is known on how firms tackle the need for openness and risk of losing proprietary knowledge in different types of NPD processes. In fact, the knowledge based view of the firm and organizational economics give diverging answers to this dilemma. By conducting a multiple-case study of buyer-supplier collaborations in new product development (NPD), two main approaches to manage supplier knowledge in innovation emerge; knowledge absorption and joint knowledge accumulation. Knowledge absorption emphasizes technical interfaces and limited interaction for accessing knowledge of suppliers and was found in conjunction with exploitative activities. Joint knowledge accumulation represents joint and interactive learning between the buyer and the supplier and took place in more demanding explorative innovation. The findings indicate that managers make deliberate choices between increasing openness and minimizing the risk of losing proprietary knowledge based on the specific demands of the NPD task and the knowledge of the suppliers. By using different knowledge integration mechanisms, managers balance trust and control, a collaborative relation and a more restricted. Interestingly, the dilemma between openness and the risk of knowledge leakage is more or less managed within the knowledge integration mechanisms themselves, not primary by relying on external transactional governance mechanisms.

National Category
Business Administration Economics and Business
Identifiers
URN: urn:nbn:se:liu:diva-122504OAI: oai:DiVA.org:liu-122504DiVA: diva2:867654
Available from: 2015-11-06 Created: 2015-11-06 Last updated: 2015-11-06Bibliographically approved
In thesis
1. Buyer-Supplier Innovation: Managing Supplier Knowledge in Collaborative Innovation
Open this publication in new window or tab >>Buyer-Supplier Innovation: Managing Supplier Knowledge in Collaborative Innovation
2015 (English)Doctoral thesis, comprehensive summary (Other academic)
Place, publisher, year, edition, pages
Linköping: Linköping University Electronic Press, 2015. 98 p.
Series
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1726
National Category
Business Administration Economics and Business
Identifiers
urn:nbn:se:liu:diva-122506 (URN)978-91-7685-893-6 (print) (ISBN)
Supervisors
Note

As David Rosell’s dissertation represents all parts; the articles are finalized, onlya quite limited amount of work remained on the extended summary, and it can beconsidered as a thorough academic work, we (his main advisor AssociateProfessor Nicolette Lakemond and second advisor Assistant Professor CeciliaEnberg) have decided to publish the dissertation in order to make it available tothe research community. The dissertation has not been defended and is notapproved posthumous but only published making it available for the researchcommunity.

Available from: 2015-11-06 Created: 2015-11-06 Last updated: 2015-11-06Bibliographically approved

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Rosell, DavidMelander, LisaLakemond, Nicolette
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