Why and How to Involve Purchasing in New Product Development?

Holger Schiele*, Erwin Hofman, Bernd Markus Zunk, Justus Eggers

*Korrespondierende/r Autor/-in für diese Arbeit

Publikation: Beitrag in einer FachzeitschriftArtikelBegutachtung

Abstract

In new product development (NPD) firms increasingly have to rely on external expertise from suppliers. However, results of early supplier integration have been found to be ambiguous. This research empirically tests the hypothesis that the participation of professional purchasing agents early on in the supplier integration process plays a decisive role to distinguish successful projects. Our sample gave evidence that early supply management integration positively moderated supplier involvement's effect on firm success. Hence, firms may benefit from avoiding supplier integration without professional purchasing management. Still, in many firms the procurement department is not yet integrated in NPD processes early on. Our research identifies four measures those firms applied, in which purchasing got fully embedded in the innovation process: Top-management support, structural differentiation, explicit processes, and a collaborative corporate culture. This finding can serve as blue print for implementing purchasing integration and therewith improve the success of supplier integration in NPD.

Originalspracheenglisch
Aufsatznummer2150027
Seitenumfang45
FachzeitschriftInternational Journal of Innovation Management
Jahrgang25
Ausgabenummer3
DOIs
PublikationsstatusVeröffentlicht - 2021

ASJC Scopus subject areas

  • Technologie- und Innovationsmanagement
  • Betriebswirtschaft und Internationales Management
  • Strategie und Management

Fields of Expertise

  • Sonstiges

Treatment code (Nähere Zuordnung)

  • Theoretical

Fingerprint

Untersuchen Sie die Forschungsthemen von „Why and How to Involve Purchasing in New Product Development?“. Zusammen bilden sie einen einzigartigen Fingerprint.

Dieses zitieren