Proprietary technologies: building a manufacturer's flexibility and competitive advantage

被引：7

作者：

Jin, Yan ^{[1
]}

Vonderembse, Mark ^{[2
]}

Ragu-Nathan, T. S. ^{[3
]}

机构：

[1] Elizabeth City State Univ, Dept Business Adm, Elizabeth City, NC USA

[2] Univ Toledo, Dept Finance, Toledo, OH 43606 USA

[3] Univ Toledo, Dept Informat Operat & Technol Management, Toledo, OH 43606 USA

来源：

INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH | 2013年 / 51卷 / 19期

关键词：

proprietary technology; suppliers' dedicated technology; resource-based view; social network theory; extended resource based theory; buyer-supplier relationship; CAPABILITIES; PERFORMANCE; MANAGEMENT; INNOVATION; INTEGRATION; INSTRUMENT; NETWORKS; SUCCESS; IMPACT; MATTER;

D O I：

10.1080/00207543.2013.784407

中图分类号：

T [工业技术];

学科分类号：

08 ;

摘要：

When barriers to entry are limited, technologies often contribute little to a firm's long-term competitive advantage (CA). This research argues that a manufacturing firm's proprietary technologies can overcome this limitation because they are rare, inimitable, valuable and non-substitutable. Technologies, which are dedicated by suppliers to meet a manufacturer's needs, are also a part of a firm's strategic assets. Based on 201 responses from senior managers and executives at US manufacturers, results show that proprietary technologies positively influence suppliers' dedicated technologies. In addition, these two types of technologies influence differently a manufacturing firm's flexibility and CA. Proprietary technologies indirectly impact flexibility and directly impact CA, while suppliers' dedicated technologies directly impact flexibility and indirectly impact CA. The combination of the two technology resources creates the overall success for manufacturer.

引用

页码：5711 / 5727

页数：17

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