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

Author

Listed:
  • Sihem Ben Mahmoud-Jouini

    (CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique)

  • Florence Charue-Duboc

    (CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique)

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.

Suggested Citation

  • Sihem Ben Mahmoud-Jouini & Florence Charue-Duboc, 2015. "Establishing Relationships with New Suppliers Having Distant Knowledge to Target Discontinuous Innovation," Working Papers hal-02011398, HAL.
    • Handle: RePEc:hal:wpaper:hal-02011398
    as

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