The impact of buyer–supplier relationships on supplier innovativeness: An empirical study in cross-border supply networks

2013 ◽  
Vol 42 (4) ◽  
pp. 580-594 ◽  
Author(s):  
Aydin Inemek ◽  
Paul Matthyssens
2021 ◽  
Author(s):  
Nikolay Osadchiy ◽  
William Schmidt ◽  
Jing Wu

We offer a new network perspective on one of the central topics in operations management—the bullwhip effect (BWE). The topic has both practical and scholarly implications. We start with an observation: the variability of orders placed to suppliers is larger than the variability of sales to customers for most firms, yet the aggregate demand variability felt by suppliers upstream does not amplify commensurably. We hypothesize that changes to the supplier’s customer base can smooth out its aggregate demand. We test the hypothesis with a data set that tracks the evolution of supply relationships over time. We show that the effect of customer base management extends beyond the statistical benefits of aggregation. In particular, both the formation and the dissolution of customer-supplier relationships are associated with the smoothing of the aggregate demand experienced by suppliers. This provides fresh insight into how firms may leverage their customer-supplier relationships to mitigate the impact of the BWE. This paper was accepted by Jay Swaminathan, operations management.


2004 ◽  
Vol 15 (1) ◽  
pp. 57-72 ◽  
Author(s):  
Rachel Duffy ◽  
Andrew Fearne

In this paper, We present a framework of buyer‐supplier relationships used in an empirical study to investigate how the development of more collaborative relationships between UK retailers and fresh produce suppliers, affects the financial performance of suppliers. Relationships between key partnership characteristics and performance are described and empirically tested. In addition, multivariate analysis is used to identify the dimensions of buyer‐supplier relationships that make the greatest relative contribution to the explanation of the performance construct.


Author(s):  
John Mckiernan-González

This article discusses the impact of George J. Sánchez’s keynote address “Working at the Crossroads” in making collaborative cross-border projects more academically legitimate in American studies and associated disciplines. The keynote and his ongoing administrative labor model the power of public collaborative work to shift research narratives. “Working at the Crossroads” demonstrated how historians can be involved—as historians—in a variety of social movements, and pointed to the ways these interactions can, and maybe should, shape research trajectories. It provided a key blueprint and key examples for doing historically informed Latina/o studies scholarship with people working outside the university. Judging by the success of Sánchez’s work with Boyle Heights and East LA, projects need to establish multiple entry points, reward participants at all levels, and connect people across generations.I then discuss how I sought to emulate George Sánchez’s proposals in my own work through partnering with labor organizations, developing biographical public art projects with students, and archiving social and cultural histories. His keynote address made a back-and-forth movement between home communities and academic labor seem easy and professionally rewarding as well as politically necessary, especially in public universities. 


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