Architectural innovation and the emergence of a dominant design: The effects of strategic sourcing on performance

Park, WY; Ro, YK; Kim, N

Architectural innovation and the emergence of a dominant design: The effects of strategic sourcing on performance

Park, WY Ro, YK Kim, N

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Publication Type:: Journal Article
Citation:: Research Policy, 2018, 47 (1), pp. 326 - 341
Issue Date:: 2018-02-01

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Field	Value	Language
dc.contributor.author	Park, WY	en_US
dc.contributor.author	Ro, YK	en_US
dc.contributor.author	Kim, N	en_US
dc.date.issued	2018-02-01	en_US
dc.identifier.citation	Research Policy, 2018, 47 (1), pp. 326 - 341	en_US
dc.identifier.issn	0048-7333	en_US
dc.identifier.uri	http://hdl.handle.net/10453/131871
dc.description.abstract	© 2017 Elsevier B.V. This study investigates four different sourcing strategies employed by firms in order to successfully deal with a new architectural innovation hitting the market. The four sourcing approaches reflect the varying degrees of internalization of component design and manufacturing: make, in-house design, long-term supplier, and new supplier, where make implies the highest and new supplier the lowest degree of internalization of the firm's component sourcing in a spectrum. Comparing and contrasting the innovation performance of the four sourcing approaches in the pre- and post-dominant design eras, we suggest theoretical implications for the critical path of strategic sourcing decisions over time for a new architectural innovation. By doing so, we suggest an integrated framework of stage-contingent sourcing strategies and provide the associated empirical results that demonstrate normative strategic guidance for managers.	en_US
dc.relation.ispartof	Research Policy	en_US
dc.relation.isbasedon	10.1016/j.respol.2017.11.003	en_US
dc.subject.classification	Science Studies	en_US
dc.title	Architectural innovation and the emergence of a dominant design: The effects of strategic sourcing on performance	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	47	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	120105 Architecture Management	en_US
utslib.for	1402 Applied Economics	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	47	en_US

Abstract:

© 2017 Elsevier B.V. This study investigates four different sourcing strategies employed by firms in order to successfully deal with a new architectural innovation hitting the market. The four sourcing approaches reflect the varying degrees of internalization of component design and manufacturing: make, in-house design, long-term supplier, and new supplier, where make implies the highest and new supplier the lowest degree of internalization of the firm's component sourcing in a spectrum. Comparing and contrasting the innovation performance of the four sourcing approaches in the pre- and post-dominant design eras, we suggest theoretical implications for the critical path of strategic sourcing decisions over time for a new architectural innovation. By doing so, we suggest an integrated framework of stage-contingent sourcing strategies and provide the associated empirical results that demonstrate normative strategic guidance for managers.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/131871