买方驱动知识转移活动与供应商合作创新态度
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摘要
基于社会交换理论,探讨买方驱动的知识转移活动如何影响供应商合作创新态度。利用问卷调查方法,以304家汽车行业本土供应商企业的经验数据为样本,运用SPSS19.0分析工具进行层次回归分析,对理论假设进行实证研究。结果表明:(1)买方驱动的知识转移活动对供应商合作创新态度有促进作用;(2)优先客户地位在买方驱动的知识转移活动和供应商合作创新态度的关系中具有完全中介作用;(3)供应商感知的知识价值在买方驱动的知识转移活动和优先客户地位、供应商合作创新态度间均发挥调节作用。研究结果揭示了买方驱动的知识转移活动激发供应商合作创新态度的过程,对买方争夺供应商资源有一定的启示作用。
Drawing from the social exchange theory,we discusses how buyer-driven knowledge transfer activities affect supplier attitudes toward co-innovation. We test our theoretical assumptions by applying hierarchical regression analysis to survey response data from 304 suppliers in Chinese automotive industry. The results show that(1) buyer-driven knowledge transfer activities influence supplier attitudes toward co-innovation positively;(2) preferred customer status fully mediates the relationship between buyer-driven knowledge transfer activities and supplier attitudes toward co-innovation;(3) supplier's perceived knowledge value plays a moderating role in the relationship between buyer-driven knowledge transfer activities and preferred customer status as well as the relationship between buyer-driven knowledge transfer activities and supplier attitudes toward co-innovation. This study reveals the process that how buyer-driven knowledge transfer activities motivate supplier attitudes toward co-innovation. Accordingly, the results provide guidance to buyers as how they may occupy more key resources from supplier.
Drawing from the social exchange theory,we discusses how buyer-driven knowledge transfer activities affect supplier attitudes toward co-innovation. We test our theoretical assumptions by applying hierarchical regression analysis to survey response data from 304 suppliers in Chinese automotive industry. The results show that(1) buyer-driven knowledge transfer activities influence supplier attitudes toward co-innovation positively;(2) preferred customer status fully mediates the relationship between buyer-driven knowledge transfer activities and supplier attitudes toward co-innovation;(3) supplier's perceived knowledge value plays a moderating role in the relationship between buyer-driven knowledge transfer activities and preferred customer status as well as the relationship between buyer-driven knowledge transfer activities and supplier attitudes toward co-innovation. This study reveals the process that how buyer-driven knowledge transfer activities motivate supplier attitudes toward co-innovation. Accordingly, the results provide guidance to buyers as how they may occupy more key resources from supplier.
引文
[1] Azadegan A,Dooley K J.Supplier innovativeness,organizational learning styles and manufacturer performance:An empirical assessment[J].Journal of Operations Management,2010,28(6):488-505.
[2] 刘志迎,沈磊,韦周雪.企业开放式创新动力源的实证研究[J].科学学研究,2018,36(4):732-743.
[3] Zhang C,Wu F,Henke J W.Leveraging boundary spanning capabilities to encourage supplier investment:A comparative study[J].Industrial Marketing Management,2015,(49):84-94.
[4] Yeniyurt S,Henke J W,Yalcinkaya G.A longitudinal analysis of supplier involvement in buyers’ new product development:Working relations,inter-dependence,co-innovation,and performance outcomes[J].Journal of the Academy of Marketing Science,2014,42(3):291-308.
[5] Schiele H,Calvi R,Gibbert M.Customer attractiveness,supplier satisfaction and preferred customer status:Introduction,definitions and an overarching framework[J].Industrial Marketing Management,2012,41(8):1178-1185.
[6] Henke J W,Zhang C.Increasing supplier driven innovation[J].MIT Sloan Management Review,2010,51(2):41-46.
[7] Ellis S C,Henke J W,Kull T J.The effect of buyer behaviors on preferred customer status and access to supplier technological innovation:An empirical study of supplier perceptions[J].Industrial Marketing Management,2012,41(8):1259-1269.
[8] Schiele H,Veldman J,Hüttinger L.Supplier innovativeness and supplier pricing:The role of preferred customer status[J].International Journal of Innovation Management,2011,15(1):1-27.
[9] Schiele H.Accessing supplier innovation by being their preferred customer[J].Research-Technology Management,2012,55(1):44-50.
[10] Hüttinger L,Schiele H,Schr?er D.Exploring the antecedents of preferential customer treatment by suppliers:A mixed methods approach[J].Supply Chain Management:An International Journal,2014,19(5/6):697-721.
[11] Zhang C,Henke J W,Viswanathan S.Reciprocity between buyer cost sharing and supplier technology sharing[J].International Journal of Production Economics,2015,(163):61-70.
[12] Pulles N J,Veldman J,Schiele H.Identifying innovative suppliers in business networks:An empirical study[J].Industrial Marketing Management,2014,43(3):409-418.
[13] Gundlach G T,Achrol R S,Mentzer J T.The structure of commitment in exchange[J].Journal of Marketing,1995,59(1):78-92.
[14] Griffith D A,Harvey M G,Lusch R F.Social exchange in supply chain relationships:The resulting benefits of procedural and distributive justice[J].Journal of Operations Management,2006,24(2):85-98.
[15] Zhang C,Henke J W,Griffith D A.Do buyer cooperative actions matter under relational stress?Evidence from Japanese and U.S.assemblers in the U.S.automotive industry[J].Journal of Operations Management,2009,27(6):479-494.
[16] Hüttinger L,Schiele H,Veldman J.The drivers of customer attractiveness,supplier satisfaction and preferred customer status:A literature review[J].Industrial Marketing Management,2012,41(8):1194-1205.
[17] Pulles N J,Schiele H,Veldman J,et al.The impact of customer attractiveness and supplier satisfaction on becoming a preferred customer[J].Industrial Marketing Management,2016,(54):129-140.
[18] Kim H,Hur D,Schoenherr T.When buyer-driven knowledge transfer activities really work:A motivation-opportunity-ability perspective[J].Journal of Supply Chain Management 2015,51(3):33-60.
[19] Modi S B,Mabert V A.Supplier development:Improving supplier performance through knowledge transfer[J].Journal of Operations Management,2007,25(1):42-64.
[20] Krause D R,Scannell T V,Calantone R J.A structural analysis of the effectiveness of buying firms' strategies to improve supplier performance[J].Decision Sciences,2000,31(1):33-55.
[21] Clark K B.Project scope and project performance:The effect of parts strategy and supplier involvement on product development[J].Management Science,1989,35(10):1247-1263.
[22] Pulles N J,Veldman J,Schiele H.Winning the competition for supplier resources:The role of preferential resource allocation from suppliers[J].International Journal of Operations & Production Management,2016,36(11):1458-1481.
[23] Mortensen H M,Freytag V P,Arlbj?rn S J.Attractiveness in supply chains:A process and matureness perspective[J].International Journal of Physical Distribution & Logistics Management,2008,38(10):799-815.
[24] Cropanzano R,Mitchell M S.Social exchange theory:An interdisciplinary review[J].Journal of Management,2005,31(6):874-900.
[25] Gupta A K,Govindarajan V.Knowledge flows within multinational corporations[J].Strategic Management Journal,2000,21(4):473-496.
[26] Moenaert R K,Souder W E.Context and antecedents of information utility at the R&D/marketing interface[J].Management Science,1996,42(11):1592-1610.
[27] Mahr D,Lievens A,Blazevic V.The value of customer cocreated knowledge during the innovation process[J].Journal of Product Innovation Management,2014,31(3):599-615.
[28] Lane P J,Lubatkin M.Relative absorptive capacity and interorganizational learning[J].Strategic Management Journal,1998,19(5):461-477.
[29] Triguero A,Fernández S.Determining the effects of open innovation:The role of knowledge and geographical spillovers[J].Regional Studies,2018,52(5):632-644.
[30] Mortensen M,Arlbj?rn J.Inter-organisational supplier development:The case of customer attractiveness and strategic fit[J].Supply Chain Management:An International Journal,2012,17(2):152-171.
(1)中国汽车供应商网网址:http://www.chinaautosupplier.com/。
[2] 刘志迎,沈磊,韦周雪.企业开放式创新动力源的实证研究[J].科学学研究,2018,36(4):732-743.
[3] Zhang C,Wu F,Henke J W.Leveraging boundary spanning capabilities to encourage supplier investment:A comparative study[J].Industrial Marketing Management,2015,(49):84-94.
[4] Yeniyurt S,Henke J W,Yalcinkaya G.A longitudinal analysis of supplier involvement in buyers’ new product development:Working relations,inter-dependence,co-innovation,and performance outcomes[J].Journal of the Academy of Marketing Science,2014,42(3):291-308.
[5] Schiele H,Calvi R,Gibbert M.Customer attractiveness,supplier satisfaction and preferred customer status:Introduction,definitions and an overarching framework[J].Industrial Marketing Management,2012,41(8):1178-1185.
[6] Henke J W,Zhang C.Increasing supplier driven innovation[J].MIT Sloan Management Review,2010,51(2):41-46.
[7] Ellis S C,Henke J W,Kull T J.The effect of buyer behaviors on preferred customer status and access to supplier technological innovation:An empirical study of supplier perceptions[J].Industrial Marketing Management,2012,41(8):1259-1269.
[8] Schiele H,Veldman J,Hüttinger L.Supplier innovativeness and supplier pricing:The role of preferred customer status[J].International Journal of Innovation Management,2011,15(1):1-27.
[9] Schiele H.Accessing supplier innovation by being their preferred customer[J].Research-Technology Management,2012,55(1):44-50.
[10] Hüttinger L,Schiele H,Schr?er D.Exploring the antecedents of preferential customer treatment by suppliers:A mixed methods approach[J].Supply Chain Management:An International Journal,2014,19(5/6):697-721.
[11] Zhang C,Henke J W,Viswanathan S.Reciprocity between buyer cost sharing and supplier technology sharing[J].International Journal of Production Economics,2015,(163):61-70.
[12] Pulles N J,Veldman J,Schiele H.Identifying innovative suppliers in business networks:An empirical study[J].Industrial Marketing Management,2014,43(3):409-418.
[13] Gundlach G T,Achrol R S,Mentzer J T.The structure of commitment in exchange[J].Journal of Marketing,1995,59(1):78-92.
[14] Griffith D A,Harvey M G,Lusch R F.Social exchange in supply chain relationships:The resulting benefits of procedural and distributive justice[J].Journal of Operations Management,2006,24(2):85-98.
[15] Zhang C,Henke J W,Griffith D A.Do buyer cooperative actions matter under relational stress?Evidence from Japanese and U.S.assemblers in the U.S.automotive industry[J].Journal of Operations Management,2009,27(6):479-494.
[16] Hüttinger L,Schiele H,Veldman J.The drivers of customer attractiveness,supplier satisfaction and preferred customer status:A literature review[J].Industrial Marketing Management,2012,41(8):1194-1205.
[17] Pulles N J,Schiele H,Veldman J,et al.The impact of customer attractiveness and supplier satisfaction on becoming a preferred customer[J].Industrial Marketing Management,2016,(54):129-140.
[18] Kim H,Hur D,Schoenherr T.When buyer-driven knowledge transfer activities really work:A motivation-opportunity-ability perspective[J].Journal of Supply Chain Management 2015,51(3):33-60.
[19] Modi S B,Mabert V A.Supplier development:Improving supplier performance through knowledge transfer[J].Journal of Operations Management,2007,25(1):42-64.
[20] Krause D R,Scannell T V,Calantone R J.A structural analysis of the effectiveness of buying firms' strategies to improve supplier performance[J].Decision Sciences,2000,31(1):33-55.
[21] Clark K B.Project scope and project performance:The effect of parts strategy and supplier involvement on product development[J].Management Science,1989,35(10):1247-1263.
[22] Pulles N J,Veldman J,Schiele H.Winning the competition for supplier resources:The role of preferential resource allocation from suppliers[J].International Journal of Operations & Production Management,2016,36(11):1458-1481.
[23] Mortensen H M,Freytag V P,Arlbj?rn S J.Attractiveness in supply chains:A process and matureness perspective[J].International Journal of Physical Distribution & Logistics Management,2008,38(10):799-815.
[24] Cropanzano R,Mitchell M S.Social exchange theory:An interdisciplinary review[J].Journal of Management,2005,31(6):874-900.
[25] Gupta A K,Govindarajan V.Knowledge flows within multinational corporations[J].Strategic Management Journal,2000,21(4):473-496.
[26] Moenaert R K,Souder W E.Context and antecedents of information utility at the R&D/marketing interface[J].Management Science,1996,42(11):1592-1610.
[27] Mahr D,Lievens A,Blazevic V.The value of customer cocreated knowledge during the innovation process[J].Journal of Product Innovation Management,2014,31(3):599-615.
[28] Lane P J,Lubatkin M.Relative absorptive capacity and interorganizational learning[J].Strategic Management Journal,1998,19(5):461-477.
[29] Triguero A,Fernández S.Determining the effects of open innovation:The role of knowledge and geographical spillovers[J].Regional Studies,2018,52(5):632-644.
[30] Mortensen M,Arlbj?rn J.Inter-organisational supplier development:The case of customer attractiveness and strategic fit[J].Supply Chain Management:An International Journal,2012,17(2):152-171.
(1)中国汽车供应商网网址:http://www.chinaautosupplier.com/。