THE EFFECT OF INDUSTRY CLOCKSPEED ON MAKE-BUY DECISIONS IN THE FACE OF RADICAL INNOVATIONS: AN EMPIRICAL TEST

Robert K. Perrons (), Matthew G. Richards and Ken Platts
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Robert K. Perrons: Shell International Exploration & Production B.V., Kesslerpark 1, 2288 GS Rijswijk, The Netherlands
Matthew G. Richards: Department of Aeronautics & Astronautics, Massachusetts Institute of Technology, 77 Massachusetts Avenue, Cambridge MA 02139, USA
Ken Platts: University of Cambridge, Institute for Manufacturing, Mill Lane, Cambridge, CB2 1RX, United Kingdom

International Journal of Innovation Management (ijim), 2004, vol. 08, issue 04, 431-454

Abstract: Evidence from management and business strategy research is divided over whether or not a firm should outsource the components and processes underpinning a new and potentially radical innovation. This investigation introduces ideas and evidence from the areas of supplier relations and industry clockspeed, and attempts to reconcile conflicting conclusions from earlier research by using a survey to measure supply chain management practices from a broad range of manufacturers in the UK. The results show that an industry's clockspeed has no significant bearing on the success or failure of any particular make-buy strategy for a radical innovation. The findings also indicate that maintaining strong ties with suppliers yields no significant long-term benefit for firms contending with radical new technologies.

Keywords: Technology outsourcing; make-buy decisions; supplier relationships; clockspeed (search for similar items in EconPapers)
Date: 2004
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DOI: 10.1142/S1363919604001131

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