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The purpose of this paper is to present a contingency model to examine how technological capacity, promotion capacity, and technological substitution affect the supplier collaboration‐new product performance relationship.

This study uses data from a Government survey of technological innovation. A total of 201 machinery/electronics equipment manufacturing firms in Taiwan comprise the sample. A Tobit regression analysis is adopted to analyze the data.

It is found that technological capacity and promotion capacity enhance the effect of supplier collaboration on new product performance. Technological substitution mitigates the relationship between supplier collaboration and new product performance.

The sample of this study just focuses on machinery/electronics equipment manufacturing firms. The new insights of this study imply that by failing to consider the contingency roles of technological capacity, promotion capacity, and technological substitution, previous research may have assumed away the conditions external and internal to a firm and thus may have reached an oversimplified view of the link between supplier collaboration and product innovation performance.

Firms can improve the effect of supplier collaboration on product innovation by enhancing their technological capacity and promotion capacity.

The paper makes contributions to explain why some firms attain better new product performance than others under the same level of supplier collaboration.

There has been growing interest on how emerging country firms can improve collaborative relationships with their international supply chain partners and improve performance outcomes. This paper aims to develop and test a model which emphasizes how advanced information technology and relationship learning can help Taiwanese electronics firms to improve their working relationship with international buyers.

Data were collected from 246 Taiwanese electronics firms which nurture relationships with international buyers. Structural equation modeling was employed to test the interrelationships between key concepts in the proposed conceptual model.

The findings suggest that applied technological innovation, a key IT resource, can enhance relationship learning for suppliers in their dealings with international buyers. This in turn contributes to higher supplier innovativeness and relationship performance. Moreover, applied technological innovation can improve supplier innovativeness directly. Interestingly however, applied technological innovation does not directly contribute to relationship performance.

This paper provides empirical evidence on the contribution of applied technological innovation on enhancing relationship learning and innovation in interfirm relationships for Asia‐Pacific dragon electronic firms.

Managers should focus on building relationship learning and adopting advanced IT to support joint learning activities in international channel relationships in order to improve relationship outcomes.

The paper develops hypotheses and tests a conceptual model which explains the contribution of applied technological innovation and relationship learning on supplier innovativeness and relationship performance.

This paper examines whether and how customers' annual report tone affects suppliers' innovation decisions.

Using the data from disclosed information on top five customers and annual report tone by Chinese listed firms, this paper used a two-way fixed effect model and intermediary effect model tests to explore the impact of customers' annual report tone on suppliers' innovation decisions.

The results indicate that the more positive the tone of customer annual reports is, the higher the suppliers' technological innovation level. The customers' annual report tone affects suppliers' innovation decisions through alleviating financing constraints and reducing the bullwhip effect. In addition, the authors find that the worse the supplier's bargaining power and the higher the customer's media coverage, the more significant the impact of positive customer annual report tone on the level of corporate technological innovation.

For downstream customers, to improve the quality of their text information disclosure. For upstream suppliers, the tone of customers' annual reports has incremental information, so the attention to customers' text information should be strengthened. As far as the market is concerned, it is recommended that regulators should strictly require the quality of text information disclosure and introduce relevant penalty mechanisms better to regulate the quality of corporate text information disclosure.

To the best of the author's knowledge, this paper is the first to expand the research related to textual information from a supply chain innovation perspective. The textual information can provide incremental information, and spillover effects may occur among supply chains, affecting suppliers' innovation decisions. And it clarifies the specific mechanism by which the supply chain tone spillover effect affects corporate innovation, enriching the relevant research on supply chain influence mechanisms.

AMT implementation has brought with it many opportunities for those businesses which subscribed to it. It also introduced a large number of problems, many of which were internal to the user organizations themselves, such as lack of senior management commitment, poor planning and lack of employee involvement amongst others. There were also problems external to the users concerned, such as poor supplier relationships. Argues that user‐supplier interactions are at the heart of effective and successful AMT implementation. The vehicle through which such relationships can be established is R&D activity. The more visible the R&D role is, the more encouragement suppliers give in involving their customers, the more positive the diffusion of AMT and its subsequent adoption can be. Concludes by proposing a model of AMT diffusion, based on a prominent role for R&D activity.

The purpose of this paper is to estimate and assess the impact of public procurement activities of an Italian basic research center (the National Institute for Nuclear Physics [INFN]) on supplier companies.

Starting from the exploratory nature of this research, a single case study research strategy has been applied. The impact of basic research public procurement has been estimated using survey data on 168 INFN supplier companies. Supplier companies have been surveyed on six different categories of company outcomes, namely, sales volume, learning and innovation, relationship with the market, alliances and network and social impact.

Results of the analysis reported that the activity of INFN public procurement generates a positive impact on supplier companies on different dimensions, especially related to learning and innovative outcome and economic impact and market penetration outcome.

Policy implications can be derived from the current study. In particular, to support the policymakers in the effort of assessing the impact of basic research public procurement, this study, first highlights the impact dimensions on supplier companies, and second, it provides empirical evidence of public procurement as a viable tool to foster companies’ innovation.

This research explores a relevant but understudied topic that has recently attracted the attention of policymakers. In fact, although public procurement have been recognized as a tool to foster companies’ innovation, empirical evidence is still scant, particularly in the case of basic research.

The purpose of this paper is to investigate supplier interfaces in technological development.

The theoretical framework is based on the industrial network approach and, in particular, the concept of supplier interfaces (standardized, specified, translational and interactive). The empirical study consists of a case study of a supplier relationship between an established truck manufacturer and one of its partners in technological development. This supplier relationship has its base in joint projects on developments in automation.

The empirical study provides evidence of three types of interfaces that are characteristic of technological development and discusses their development and how they are used in combination. The three types are follows: specified, translational and interactive. The conclusions show that developing an interface from specified to translational or interactive is challenging and technological development characterized by uncertainty may call for certain interfaces that are not of value in other settings, such as industrial production.

By applying the interface concepts to technological development in collaboration with suppliers and related identifying characteristic interfaces, this paper aims to extend the literature on how suppliers can be engaged in uncertain endeavours such as development projects.

Based on a research project looking at user‐supplier interactions in the context of AMT, attempts to discuss an alternative to the measurement of success, based on a close scrutiny of user‐supplier interaction processes. Closely examines a variety of factors which are both internal and external in nature. Presents some key factors which have been identified as facilitators or inhibitors for the implementation of AMT and also draws some comparisons with key findings from other studies and in similar areas of research.

Buying firms involve suppliers early in New Product Development (NPD) projects to benefit from their capabilities. The authors investigate the joint impact on project performance improvement, of the social capital established throughout the project, and the strategic preferred buyer/supplier statuses awarded prior to the project, from the buyer's perspective.

The authors propose a conceptual model underlining the complementary contribution to project performance of social capital dimensions and of preferred partners' statuses resulting from social exchange expectations. The model is analyzed with Partial Least Squares using 80 responses of purchasers and R&D managers involved in collaborative NPD projects with suppliers.

The relational capital built during the project has a positive central role, with a direct impact on NPD project performance and mediating effects through cognitive and structural capitals. The preferred partners' statuses have strong direct impacts on performance, and mediating effects that do not completely supplant the social capital's contribution.

The implications for the efficient management of supplier involvement are twofold. First, the authors encourage strategic investments of buying firms to acquire preferred buyer's status and to support preferred supplier programs. Second, the authors alert them on the importance of establishing trust and shared cognition during the project.

This study captures NPD project performance from the social angle of buyer–supplier relationship management. It demonstrates the complementarity of relationship management at the strategic and operational levels, before and during the project unfolding.

The purpose of this paper is to analyze the contribution of suppliers and the purchasing department in affecting a firm’s ability to innovate.

The paper develops a theoretical framework (tested through an international survey on a sample of 524 companies) grounded on the resource-based view theory, innovation management and operations management literature.

The results show that innovation is positively affected by supplier collaboration, which in turn is favored by purchasing absorptive capacity. Empirical evidence also shows that purchasing status and innovation objectives enable the development of greater absorptive capacity.

Because of the survey approach, the research results are limited to the data collected. Researchers are encouraged to verify propositions with complementary methodologies (e.g. case studies).

The findings confirm the relevant role of the purchasing interface in innovation as well as the positive impact of supplier collaboration, contributing both to existing literature and managerial practice in terms of successful collaborative new product development (NPD) processes.

The study integrates three different research fields (innovation, operations, and purchasing management), providing a synergistic vision on the topic and considering, as a unit of analysis, the purchasing category level (rather than the NPD project level).

The purpose of this paper is to use resource dependence theory to hypothesize that a buyer’s innovation strategy enhances supplier innovation focus and a buyer-supplier relationship that supports product innovation. These in turn positively impact buyer product innovation outcomes and business performance. Moreover, it is argued that the buyer-supplier relationship positively moderates the impact of supplier innovation focus on product innovation.

Structural equation modeling and hierarchical linear regression are used to test hypotheses.

The results support all hypotheses and suggest that company (buyer) age and variables related to buyer engagement with international markets directly influence performance. The results also indicate that the buyer-supplier relationship does not moderate the relationship between innovation strategy and innovation performance.

This study demonstrates that how a firm builds the conditions to effectively leverage the complementary resources and capabilities of suppliers directly influence innovation outcomes and business performance.

An important factor in firms achieving their product innovation goals is the selection and management of suppliers that are strategically aligned with regard to innovation. While managers need to develop internal innovation capabilities, partnering with like-minded organizations, and creating conditions for effective cooperation are key drivers of innovation outcomes.

In contrast to prior research that has examined operational issues, this study shows how the strategic alignment of buyers and suppliers with regard to innovation is an antecedent of product innovation outcomes. Moreover, it adds to a limited literature on supply chain management practices in emerging markets.