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Knowledge integration taxonomy in buyer–supplier relationships: Trade-offs between efficiency and innovation

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  • Revilla, Elena
  • Villena, Verónica H.

Abstract

Based on the knowledge-based view of inter-firm collaboration, this study develops and proposes a parsimonious taxonomy of how buyers and suppliers develop knowledge integration in terms of two mechanisms: joint sense meaning and joint decision making. The first focuses on the interpretation and sense making of knowledge about strategic, relevant issues for the buyer–supplier relationship (BSR). The latter emphasizes joint problem solving related to their interlinked operative routine activities. Using survey data from 130 collaborative BSRs and cluster analysis, the results suggest that buyers that purposely develop a balanced knowledge integration with their suppliers—characterized by managing high levels of both joint sense meaning and joint decision making—show improved efficiency and innovation simultaneously even though they have to deal with the tension of managing the requirements of these two key, albeit competing outcomes. The results also suggest that buyers pursuing focused knowledge integration with their suppliers—characterized by managing high levels of either joint sense meaning or joint decision making—outperform in a specific outcome at the expense of the other. This study thus provides a comprehensive framework that allows organizations to evaluate the knowledge integration strategy that best supports their goals related to their collaborative buyer–supplier relationships.

Suggested Citation

  • Revilla, Elena & Villena, Verónica H., 2012. "Knowledge integration taxonomy in buyer–supplier relationships: Trade-offs between efficiency and innovation," International Journal of Production Economics, Elsevier, vol. 140(2), pages 854-864.
  • Handle: RePEc:eee:proeco:v:140:y:2012:i:2:p:854-864
    DOI: 10.1016/j.ijpe.2012.07.002
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    References listed on IDEAS

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    1. Robert M. Grant & Charles Baden-Fuller, 2004. "A Knowledge Accessing Theory of Strategic Alliances," Journal of Management Studies, Wiley Blackwell, vol. 41(1), pages 61-84, January.
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    3. Ghiyoung Im & Arun Rai, 2008. "Knowledge Sharing Ambidexterity in Long-Term Interorganizational Relationships," Management Science, INFORMS, vol. 54(7), pages 1281-1296, July.
    4. Perona, Marco & Saccani, Nicola, 2004. "Integration techniques in customer-supplier relationships: An empirical research in the Italian industry of household appliances," International Journal of Production Economics, Elsevier, vol. 89(2), pages 189-205, May.
    5. Prajogo, Daniel & Olhager, Jan, 2012. "Supply chain integration and performance: The effects of long-term relationships, information technology and sharing, and logistics integration," International Journal of Production Economics, Elsevier, vol. 135(1), pages 514-522.
    6. Jeffrey G. Miller & Aleda V. Roth, 1994. "A Taxonomy of Manufacturing Strategies," Management Science, INFORMS, vol. 40(3), pages 285-304, March.
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    8. Tsai, Kuen-Hung, 2009. "Collaborative networks and product innovation performance: Toward a contingency perspective," Research Policy, Elsevier, vol. 38(5), pages 765-778, June.
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    Cited by:

    1. Yang, Jie & Yu, Guangsheng & Liu, Mingyu & Rui, Mingjie, 2016. "Improving learning alliance performance for manufacturers: Does knowledge sharing matter?," International Journal of Production Economics, Elsevier, vol. 171(P2), pages 301-308.
    2. Babbar, Sunil & Behara, Ravi S. & Koufteros, Xenophon A. & Huo, Baofeng, 2017. "Emergence of Asia and Australasia in operations management research and leadership," International Journal of Production Economics, Elsevier, vol. 184(C), pages 80-94.

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