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The role of trading partner relationships in determining innovation performance: an empirical examination

Daniel I. Prajogo (Lecturer at Bowater School of Management and Marketing, Deakin University, Geelong, Australia)
Damien J. Power (Senior Lecturer in the Department of Management, University of Melbourne, Australia)
Amrik S. Sohal (Associate Dean, Research, in the Department of Management, Monash University, Caulfield East, Australia)

European Journal of Innovation Management

ISSN: 1460-1060

Article publication date: 1 September 2004

Abstract

This paper examines the respective roles of trading partner relationships and innovation management practices in predicting product and process related innovation performance. The empirical data were drawn from 194 Australian managers. Data analysis using structural equation modelling indicates that supplier relationships and customer relationships have less impact on product and process innovation performance than do knowledge and creativity management. However, the results also indicate that trading partner relationships have a strong and positive association with innovation management practices, meaning that organisations commonly implement both in a synchronous manner.

Keywords

Citation

Prajogo, D.I., Power, D.J. and Sohal, A.S. (2004), "The role of trading partner relationships in determining innovation performance: an empirical examination", European Journal of Innovation Management, Vol. 7 No. 3, pp. 178-186. https://doi.org/10.1108/14601060410549874

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited