Gaining from vertical partnerships: knowledge transfer, relationship duration, and supplier performance improvement in the U.S. and Japanese automotive industries

We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time-bound relational assets have developed between a buyer and supplier and the firms exploit the resulting communication efficiency by transferring productiv...

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Published in	Strategic management journal Vol. 24; no. 4; pp. 293 - 316
Main Authors	Kotabe, Masaaki, Martin, Xavier, Domoto, Hiroshi
Format	Journal Article
Language	English
Published	Chichester, UK John Wiley & Sons, Ltd 01.04.2003 John Wiley and Sons Wiley Wiley Periodicals Inc
Subjects	Alliances Applied sciences Automobile industry Automobile manufacturers Automotive industries Business structures Collaboration Communication Competitive advantage Cooperation Corporate strategies Design engineering Economics Exact sciences and technology General aspects interfirm collaboration Japan Knowledge Knowledge management knowledge transfer Management Management science Performance technology Product development Purchasing relation-specific assets Strategic management Strategic planning strategic sourcing Studies Suppliers Supply chain management Technology transfer U.S.A Vendor supplier relations vertical partnerships United States > US Japan relation-specific assets knowledge transfer vertical partnerships strategic sourcing supply chain management interfirm collaboration
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Abstract	We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time-bound relational assets have developed between a buyer and supplier and the firms exploit the resulting communication efficiency by transferring productive knowledge. We examine the effects of two forms of knowledge exchange together with the prior duration of the buyer--supplier relationship. We find similar interaction patterns in two survey samples of Japanese and U.S. automotive suppliers. The effect of ordinary technical exchanges on supplier performance improvement does not vary with relationship duration. The effect of higher-level technology transfer, however, grows more positive as relationship duration increases. Other results show relevant contrasts consistent with heterogeneous sourcing behavior between the two countries. The findings highlight the role of relational assets and show that it is important to distinguish between simple techniques and higher-level technological capabilities when studying interfirm relationships. This research extends the literatures on knowledge transfer, buyer--supplier partnerships, and the performance dynamics of interfirm and intrafirm relationships in general.
AbstractList	We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time‐bound relational assets have developed between a buyer and supplier and the firms exploit the resulting communication efficiency by transferring productive knowledge. We examine the effects of two forms of knowledge exchange together with the prior duration of the buyer–supplier relationship. We find similar interaction patterns in two survey samples of Japanese and U.S. automotive suppliers. The effect of ordinary technical exchanges on supplier performance improvement does not vary with relationship duration. The effect of higher‐level technology transfer, however, grows more positive as relationship duration increases. Other results show relevant contrasts consistent with heterogeneous sourcing behavior between the two countries. The findings highlight the role of relational assets and show that it is important to distinguish between simple techniques and higher‐level technological capabilities when studying interfirm relationships. This research extends the literatures on knowledge transfer, buyer–supplier partnerships, and the performance dynamics of interfirm and intrafirm relationships in general. Copyright © 2002 John Wiley & Sons, Ltd. We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time-bound relational assets have developed between a buyer and supplier and the firms exploit the resulting communication efficiency by transferring productive knowledge. We examine the effects of two forms of knowledge exchange together with the prior duration of the buyer--supplier relationship. We find similar interaction patterns in two survey samples of Japanese and U.S. automotive suppliers. The effect of ordinary technical exchanges on supplier performance improvement does not vary with relationship duration. The effect of higher-level technology transfer, however, grows more positive as relationship duration increases. Other results show relevant contrasts consistent with heterogeneous sourcing behavior between the two countries. The findings highlight the role of relational assets and show that it is important to distinguish between simple techniques and higher-level technological capabilities when studying interfirm relationships. This research extends the literatures on knowledge transfer, buyer--supplier partnerships, and the performance dynamics of interfirm and intrafirm relationships in general. We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time-bound relational assets have developed between a buyer and supplier and the firms exploit the resulting communication efficiency by transferring productive knowledge. We examine the effects of two forms of knowledge exchange together with the prior duration of the buyer-supplier relationship. We find similar interaction patterns in two survey samples of Japanese and U.S. automotive suppliers. The effect of ordinary technical exchanges on supplier performance improvement does not vary with relationship duration. The effect of higher-level technology transfer, however, grows more positive as relationship duration increases. Other results show relevant contrasts consistent with heterogeneous sourcing behavior between the two countries. The findings highlight the role of relational assets and show that it is important to distinguish between simple techniques and higher-level technological capabilities when studying interfirm relationships. This research extends the literatures on knowledge transfer, buyer-supplier partnerships, and the performance dynamics of interfirm and intrafirm relationships in general. [PUBLICATION ABSTRACT]
Author	Kotabe, Masaaki Martin, Xavier Domoto, Hiroshi
Author_xml	– sequence: 1 givenname: Masaaki surname: Kotabe fullname: Kotabe, Masaaki organization: Institute of Global Management Studies, Temple University, Philadelphia, Pennsylvania, U.S.A – sequence: 2 givenname: Xavier surname: Martin fullname: Martin, Xavier email: xmartin@stern.nyu.edu organization: Stern School of Business, New York University, New York, New York, U.S.A – sequence: 3 givenname: Hiroshi surname: Domoto fullname: Domoto, Hiroshi organization: Department of Business and Management Information, Tokyo University of Information Science, Japan
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Copyright	Copyright 2003 John Wiley & Sons, Ltd. Copyright © 2003 John Wiley & Sons, Ltd. 2003 INIST-CNRS Copyright Wiley Periodicals Inc. Apr 2003
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Keywords	relation-specific assets knowledge transfer vertical partnerships strategic sourcing supply chain management interfirm collaboration
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PublicationTitle	Strategic management journal
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Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science 3(3): 383-397. Helfat CE. 1997. Know-how and asset complementarity and dynamic capability accumulation: the case of R&D. Strategic Management Journal 18(5): 339-360. Simonin B. 1997. The importance of collaborative 1993; 24 1980; 48 1997; 40 1991; 12 1997; 42 1995; 36 2000; 43 1988; 33 1975 1974 1994; 24 1977; 67 1998; 40 1998; 43 1993; 2 1993; 35 1998; 19 1993; 39 2000; 14 1990 1985; 91 1996; 61 1997; 18 1985 1984 1983 1982 1980 1996; 25 1996; 4 2001; 12 1998; 12 1992; 3 1985; 13 1988 1989; 3 1987; 13 1990; 32 1996; 17 1991a; 15 1991; 36 1988; 19 1995; 16 2000; 21 1986; 12 1985; 6 1991b; 16 1991a; 8 1996 1992; 35 1994 1999; 64 1993 1977; 87 1992 1991 2002 1996; 14 2001; 22 1998; 23 1991; 8 1987; 16 1999 1988; 3 1990; 68 1977; 14 1988; 26 2000; 31 1984; 5 1997; 39 1997; 38 1994; 15 1991b; 65 1998; 34 1998; 9 Clark KB (e_1_2_1_15_1) 1991 Dosi G (e_1_2_1_22_1) 1988; 26 Williamson OE (e_1_2_1_88_1) 1985 Rosenberg N (e_1_2_1_66_1) 1982 e_1_2_1_81_1 e_1_2_1_20_1 Dussauge P (e_1_2_1_23_1) 1992 e_1_2_1_87_1 e_1_2_1_68_1 e_1_2_1_24_1 e_1_2_1_83_1 e_1_2_1_43_1 e_1_2_1_64_1 e_1_2_1_85_1 e_1_2_1_49_1 e_1_2_1_26_1 e_1_2_1_47_1 Arrow KJ (e_1_2_1_6_1) 1974 Aiken LS (e_1_2_1_3_1) 1991 Sakai K (e_1_2_1_67_1) 1990; 68 e_1_2_1_71_1 e_1_2_1_90_1 e_1_2_1_31_1 e_1_2_1_54_1 e_1_2_1_8_1 e_1_2_1_56_1 e_1_2_1_79_1 e_1_2_1_12_1 e_1_2_1_35_1 e_1_2_1_4_1 e_1_2_1_10_1 e_1_2_1_75_1 e_1_2_1_2_1 Helper S (e_1_2_1_39_1) 1991; 15 e_1_2_1_14_1 e_1_2_1_37_1 e_1_2_1_58_1 Nelson RR (e_1_2_1_59_1) 1982 Porter ME (e_1_2_1_62_1) 1980 Lamming R (e_1_2_1_45_1) 1993 e_1_2_1_80_1 Nishiguchi T (e_1_2_1_60_1) 1994 Craig CS (e_1_2_1_18_1) 1999 e_1_2_1_42_1 e_1_2_1_40_1 e_1_2_1_46_1 e_1_2_1_61_1 e_1_2_1_84_1 Asanuma B (e_1_2_1_7_1) 1985; 13 Hall ET (e_1_2_1_36_1) 1990 e_1_2_1_21_1 e_1_2_1_44_1 e_1_2_1_86_1 e_1_2_1_27_1 Axelrod R (e_1_2_1_9_1) 1984 e_1_2_1_25_1 e_1_2_1_48_1 e_1_2_1_69_1 Womack JP (e_1_2_1_89_1) 1990 Cohen J (e_1_2_1_16_1) 1983 Fichman M (e_1_2_1_30_1) 1991; 8 e_1_2_1_29_1 von Hippel E (e_1_2_1_82_1) 1988 Tezuka H (e_1_2_1_77_1) 1997; 38 e_1_2_1_70_1 Helper S (e_1_2_1_41_1) 1995; 36 Robinson P (e_1_2_1_65_1) 1997; 38 e_1_2_1_76_1 e_1_2_1_5_1 e_1_2_1_57_1 e_1_2_1_78_1 Dyer JH (e_1_2_1_28_1) 1993; 35 e_1_2_1_13_1 e_1_2_1_34_1 e_1_2_1_51_1 e_1_2_1_72_1 Martin X (e_1_2_1_50_1) 1994 e_1_2_1_11_1 e_1_2_1_32_1 e_1_2_1_53_1 Mogavero L (e_1_2_1_55_1) 1982 e_1_2_1_74_1 e_1_2_1_17_1 e_1_2_1_38_1 Martin X (e_1_2_1_52_1) 2002 Godkin L (e_1_2_1_33_1) 1988; 3 Stigler GJ (e_1_2_1_73_1) 1977; 67 Porter ME (e_1_2_1_63_1) 1985 e_1_2_1_19_1
References_xml	– reference: Helfat CE. 1997. Know-how and asset complementarity and dynamic capability accumulation: the case of R&D. Strategic Management Journal 18(5): 339-360. – reference: Nelson RR, Winter SG. 1982. An Evolutionary Theory of Economic Change. Harvard University Press: Cambridge, MA. – reference: Szulanski G. 1996. Exploring internal stickiness: impediments to the transfer of best practice within the firm. Strategic Management Journal, Winter Special Issue 17: 27-43. – reference: Cusumano MA, Takeishi A. 1991. Supplier relations and management: a survey of Japanese, Japanese-transplant, and U.S. auto plants. Strategic Management Journal 12(8): 563-588. – reference: Takeishi A. 2001. Bridging inter- and intra-firm boundaries: management of supplier involvement in automobile product development. Strategic Management Journal 22(5): 403-433. – reference: Porter ME. 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press: New York. – reference: Dosi G. 1988. Sources, procedures, and microeconomic effects of innovation. Journal of Economic Literature 26: 1120-1171. – reference: Helper S. 1991b. Strategy and irreversibility in supplier relations: the case of the U.S. automobile industry. Business History Review 65(Winter): 781-824. – reference: Porter ME. 1985. Competitive Advantage: Creating and Sustaining Superior Performance. Free Press: New York. – reference: Ramsay J. 1996. The case against purchasing partnerships. International Journal of Purchasing Management 4(32): 13-19. – reference: Arora A, Gambardella A. 1994. Evaluating technological information and utilizing it. Journal of Economic Behavior and Organization 24: 91-114. – reference: Clark KB, Fujimoto T. 1991. Product Development Performance. Harvard Business School Press: Boston, MA. – reference: White H. 1980. A heteroskedasticity-consistent covariance matrix estimator and a direct test for heteroskedasticity. Econometrica 48: 817-838. – reference: Bagozzi RP, Yi Y. 1993. Multitrait-multimethod matrices in consumer research: critique and new developments. Journal of Consumer Psychology 2(2): 143-170. – reference: Dyer JH, Singh H. 1998. The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review 23(4): 660-679. – reference: Asanuma B. 1989. Manufacturer-supplier relationships in Japan and the concept of relation-specific skill. Journal of the Japanese and International Economies 3: 1-30. – reference: Teece DJ. 1977. Technology transfer by multinational firms: the resource cost of transferring technological know-how. Economic Journal 87: 242-261. – reference: Fichman M, Levinthal DA. 1991b. Honeymoons and the liability of adolescence: a new perspective on duration dependence in social and organizational relationships. Academy of Management Review 16(2): 442-468. – reference: Armstrong JS, Overton T. 1977. 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Vertical keiretsu and knowledge spillovers in Japanese manufacturing: an empirical assessment. Journal of the Japanese and International Economies 14(2): 73-104. – reference: Podsakoff PM, Organ DW. 1986. Self-reports in organizational research: problems and prospects. Journal of Management 12(4): 531-544. – reference: Steenkamp JE, van Trijp HCM. 1991. The use of LISREL in validating marketing constructs. International Journal of Marketing Research 8: 283-299. – reference: Uzzi B. 1997. Social structure and competition in interfirm networks: the paradox of embeddedness. Administrative Science Quarterly 42(1): 35-67. – reference: von Hippel E. 1988. The Sources of Innovation. Oxford University Press: New York. – reference: Wernerfelt B. 1985. Brand loyalty and user skills. Journal of Economic Behavior and Organization 6: 381-385. – reference: Hall ET, Hall MR. 1990. Understanding Cultural Differences. Intercultural Press: Yarmouth, ME. – reference: Kotabe M. 1998. Efficiency vs. effectiveness orientation of global sourcing strategy: a comparison of U.S. and Japanese multinational companies. Academy of Management Executive 12(November): 107-119. – reference: Steensma HK, Lyles MA. 2000. Explaining IJV survival in a transitional economy through social exchange and knowledge-based perspectives. Strategic Management Journal 21(8): 831-851. – reference: Collis D. 1991. A resource-based analysis of global competition: the case of the bearings industry. Strategic Management Journal, Summer Special Issue 12: 49-68. – reference: Galbraith C. 1990. Transferring core manufacturing technologies in high-technology firms. California Management Review 32(Summer): 56-70. – reference: Fichman M, Levinthal DA. 1991a. History dependence and professional relationships: ties that bind. Research in the Sociology of Organizations 8: 119-153. – reference: Uzzi B. 1996. 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Supplier relations in Japan and the United States: are they converging? Sloan Management Review 36(Spring): 77-84. – reference: Sako M, Helper S. 1998. Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States. Journal of Economic Behavior and Organization 34: 387-417. – reference: Kogut B, Zander U. 1993. Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies 24: 625-645. – reference: Dyer JH, Ouchi WG. 1993. Japanese style business partnerships: giving companies a competitive edge. Sloan Management Review 35(1): 51-63. – reference: Mudambi R, Helper S. 1998. The 'lose but adversarial' model of supplier relations in the U.S. auto industry. Strategic Management Journal 19(8): 775-792. – reference: Simonin B. 1997. The importance of collaborative know-how: an empirical test of the learning organization. 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Snippet	We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time-bound... We study sources of operational performance improvement in supplier partnerships. We argue that supplier performance will benefit most where time‐bound...
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SubjectTerms	Alliances Applied sciences Automobile industry Automobile manufacturers Automotive industries Business structures Collaboration Communication Competitive advantage Cooperation Corporate strategies Design engineering Economics Exact sciences and technology General aspects interfirm collaboration Japan Knowledge Knowledge management knowledge transfer Management Management science Performance technology Product development Purchasing relation-specific assets Strategic management Strategic planning strategic sourcing Studies Suppliers Supply chain management Technology transfer U.S.A Vendor supplier relations vertical partnerships
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Title	Gaining from vertical partnerships: knowledge transfer, relationship duration, and supplier performance improvement in the U.S. and Japanese automotive industries
URI	https://api.istex.fr/ark:/67375/WNG-2QB233Z0-4/fulltext.pdf https://www.jstor.org/stable/20060534 https://onlinelibrary.wiley.com/doi/abs/10.1002%2Fsmj.297 https://www.proquest.com/docview/225007414 https://www.proquest.com/docview/38465238
Volume	24
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