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Orchestrating resources with suppliers for product innovation
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Macquarie Business School - Macquarie University Department of Management, Sydney, Australia.ORCID iD: 0000-0002-3742-542X
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Centre for Entrepreneurship and Spatial Economics (CEnSE).ORCID iD: 0000-0003-0691-2740
Department of Management, Mays Business School, Texas A&M University, College Station, Texas, United States.
University of Bern, Department of Management and Entrepreneurship, Bern, Switzerland.
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2024 (English)In: The Journal of product innovation management, ISSN 0737-6782, E-ISSN 1540-5885, Vol. 41, no 4, p. 735-767Article in journal (Refereed) Published
Abstract [en]

How orchestrating external, supplier-provided resources affects product innovation is an important question. While product innovation is essential to achieve a competitive advantage, it is costly as it requires significant investments. It thus puts a severe strain on firm resources, which is particularly critical for resource-scarce small–medium enterprises (SMEs). Therefore, these firms must combine their own resources with those of external parties, particularly suppliers, to enhance their product innovation. However, knowledge about how orchestrating these resources affects product innovation is limited, because empirical studies on resource orchestration have largely focused on firm-internal resources; furthermore, there is ambiguity regarding the extent to which drawing on external resources is beneficial. In addition, the conditions that affect the resource orchestration–product innovation relationship remain unexplored. Therefore, we focus on supplier logistics integration (SLI), an important resource orchestration action referring to the orchestration of external, supplier-provided resources; we draw on the resource orchestration framework and the related work on organizational rigidity to theorize that there is an inverted U-shaped relationship between SLI and product innovation. Additionally, we suggest that learning orientation and environmental dynamism mitigate rigidities associated with high levels of SLI and thus facilitate the translation of SLI into product innovation. Testing our hypotheses with data from Swedish SMEs supports our theorizing and provides important contributions. Most importantly, we extend the resource orchestration framework to include the focus on external, supplier-provided resources, thereby advancing our knowledge and understanding of resource orchestration for product innovation in SMEs.

Place, publisher, year, edition, pages
John Wiley & Sons, 2024. Vol. 41, no 4, p. 735-767
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Business Administration
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URN: urn:nbn:se:hj:diva-62600DOI: 10.1111/jpim.12703ISI: 001087049700001Scopus ID: 2-s2.0-85174489251Local ID: HOA;intsam;1802442OAI: oai:DiVA.org:hj-62600DiVA, id: diva2:1802442
Available from: 2023-10-04 Created: 2023-10-04 Last updated: 2025-01-12Bibliographically approved

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Chirico, FrancescoNaldi, Lucia

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