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Establishing Relationships with New Suppliers Having Distant Knowledge to Target Discontinuous Innovation

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Abstract

A discrepancy exists in the literature regarding the type of suppliers to consider when targeting discontinuous innovation (DI). Some authors suggest that DI require leveraging knowledge from a selection of familiar and trustful suppliers, whereas others claim that DI requires leveraging distant knowledge from new suppliers. We argue that establishing relationships with a new supplier mastering knowledge distant from the firm’s one, requires a specific process. Based on a longitudinal study in a firm that developed such relationships and succeeded in enhancing DI, we underline three characteristics of the approach adopted: (i) proposing an open enough formulation to give the suppliers the opportunity to value their competencies but well documented, (ii) having a structured and transparent process, supporting a mutual progressive commitment and (iii) dedicating a specific entity with access to the top management and technical specialists, with a global vision of the questions to be tackled.
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hal-02011398 , version 1 (07-02-2019)

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  • HAL Id : hal-02011398 , version 1

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Sihem Ben Mahmoud-Jouini, Florence Charue-Duboc. Establishing Relationships with New Suppliers Having Distant Knowledge to Target Discontinuous Innovation. 2015. ⟨hal-02011398⟩
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