Mobilising supplier resources by being an attractive customer: Relevance,status and future research directions

For buying companies, supplier resource mobilisation is an essential process in gaining and sustaining preferential access to supplier resources. This editorial provides insights into the processes of supplier resource mobilisation and introduces three empirical studies on supplier resource mobilisation. We first introduce the supplier resource mobilisation cycle. This cycle may serve as a roadmap for purchasing and supply management (PSM) practitioners seeking to improve access to supplier resources. In addition, this article informs PSM scholars about the status of the supplier resource mobilisation literature and proposes avenues for future research. The cycle includes six stages: (1) becoming an attractive customer, (2) segmenting suppliers, (3) generating supplier satisfaction, (4) becoming a preferred customer, (5) engaging in supplier-oriented actions, and (6) integrating supplier resources. Finally, we introduce the articles in this issue that each examine a different stage of the supplier resource mobilisation process.     

Why did we make that cheese? An empirically based framework for understanding what drives innovation activity

In the more recent product development literature the interplay between R&D skills and competencies and market skills and competencies is seen as a major determinant of successful innovation. The study reported in this article was done in order to cast more light on these two constructs in an industry with low R&D expenditures, but where product development is nevertheless considered to be strategically important. That industry is the food processing industry. The results of a series of case studies indicate that constructs other than R&D and market orientation may be more appropriate for understanding innovation and explaining innovation success in the case material. A new set of constructs focusing on what causes specific innovation activities to occur is proposed and a revised framework is developed.     

‘One Size Does Not Fit All’

Abstract

The article presents a comparative analysis of mandatory networks used as an integrated part of local governance of the primary medical service in Norway, and their management. Both the networks and their management showed considerable variation in their basic characteristics, and three different management roles are described: ‘the diplomat’, ‘the adversary’ and ‘the equal partner’. The article argues that the managerial role of a network is a result of, as well as inflicting on, the distribution of power between the participants in the network.     

Key success factors for a growing technology innovation system based on SMS Application-to-Person in Norway

The case of short message service (SMS) Application-to-Person in Norway documents how SMS has re-emerged as a significant channel for customer dialogue: SMS is increasingly used for everything from dentist appointments to communicating with tax authorities. The Technology Innovation Systems perspective is the basis for an assessment of inducement mechanisms for the case, and thus the critical success factors. More specifically, the case serves as an example of a platform-based business ecosystem where the ownership of the platform is shared and a core resource is provided by the mobile network operators. It is shown how the current growth of the SMS channel is founded on collective action in the system, and how the subsequent legitimation process has aligned the SMS channel with user expectations and practices. The actors’ ability to collaborate and strike a balance between developing and sharing the market has been critical.     

Picture this: Managed change and resistance in business network settings

This paper discusses change management in networks. The literature on business networks tends to downplay the role of managerial initiative in network change. The change management literature addresses such initiative, but with its single-firm perspective it overlooks the interdependence of network actors. In exploring the void between these two streams of literature, we deploy the concept of network pictures to discuss managed change in network settings. We analyze a change project from the furniture industry and address the consequences of attempting to manage change activities in a network context characterized by limited managerial authority over these activities. Our analysis suggests that change efforts unfold as a negotiated process during which the change project is re-negotiated to fit the multiple actor constituencies. The degree of overlap in the co-existing network pictures of the involved actors is found to be decisive for the possibility of successfully implementing network change.     

Retirement timing in Europe: does sector make a difference?

This study uses Survey of Health, Ageing and Retirement in Europe data and event history analysis to determine the effect of sector of employment on retirement timing of older workers aged 50+ in 11 European countries. The findings suggest that older workers in the industrial and financial sectors retire earlier than those in the service sector.     

Company Competencies as a Network: The Role of Product Development

Product development managers and academics like to assure themselves and each other that new product development is one of the most critical areas of company competence and contributes positively to company success. But does top management agree? Because if they do not, the consequences will heavily influence the resource allocation to product development and career possibilities of new product developments manager. This study examines how top managers view the importance of product development relative to other central competence areas. Although asking managers about their perception is one way of evaluating the importance, its contribution to company success is another important measure. In this study, the impact of product development, relative to other important competence areas, is measured to assess further how critical product development is for overall company success.The authors investigate these matters in a survey of top managers in 513 Danish production companies. Ten areas important for achieving company objectives are identified. These are product development, market intelligence, production management, strategy and vision, sales, market responsiveness, promotion, internal co-operation, image, and supply management. Product development is rated a fairly important competence as it ranks number four, with sales, market responsiveness, and production management ranking numbers one to three. Yet a distressing negative impact on overall company success is found for product development proficiency, whereas success is positively related to production management, image, and differentiation of products. Further analysis reveals that product development contributes positively to success by enabling product differentiation and enhancing promotion proficiency. Influenced by and influencing many other competencies, product development is found to be a central competence.Results support a nonfunctional and broad perspective of how bundles of competences interact and impact on success and establish a positive overall contribution to product development.     

Green logistics in food distribution – a case study

Environmental impacts, such as Green House gas emissions, have been introduced to supply chain management as an additional parameter to traditional key performance indicators such as cost, lead-time and on-time delivery. This paper analyses a case example from the food industry on how CO₂ emissions are structured in a value chain. The focus of the analysis covers food factory order-picking operations, transportation, warehousing and distribution aspects. The paper aims to demonstrate greening and CO₂ saving potential areas of development for thermo-controlled food logistics. The results show the energy-saving potential of several supply chain processes giving examples of distribution logistic online-temperature controlling possibilities. Greening decisions in supply chain design in the food industry are considered.