The effect of supply chain integration, modular production, and cultural distance on new product development: A dynamic capabilities approach

被引：52

作者：

Parente, Ronaldo C. ^{[1
,2
]}

Baack, Daniel W. ^{[3
]}

Hahn, Eugene D. ^{[4
]}

机构：

[1] Florida Int Univ, Miami, FL 33199 USA

[2] FGV Ebape, Rio De Janeiro, Brazil

[3] Ball State Univ, Miller Coll Business, Muncie, IN 47306 USA

[4] Salisbury Univ, Perdue Sch Business, Dept Informat & Decis Sci, Salisbury, MD 21801 USA

来源：

JOURNAL OF INTERNATIONAL MANAGEMENT | 2011年 / 17卷 / 04期

关键词：

Dynamic capability; Supplier integration; Modularization; New product development; Cultural distance; ENTRY MODE CHOICE; PERFORMANCE IMPLICATIONS; EMPIRICAL-EXAMINATION; PSYCHIC DISTANCE; FIRM; MARKET; KNOWLEDGE; INTERNATIONALIZATION; DIVERSIFICATION; EVOLUTION;

D O I：

10.1016/j.intman.2011.08.001

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Little research has examined how international firms' operations strategies affect dynamic capability creation or how cultural distance affects operations management. This study addresses these gaps by bridging the work on dynamic capabilities, two operations management techniques (product modularization and supplier integration) and cultural distance. Using a sample of 111 Brazilian automobile suppliers, the study finds that new product development is marginally increased by product modularization but decreased by supplier integration. Cultural distance negatively moderated these relationships. This research extends the dynamic capabilities literature and indicates that operations management strategy is an important part of the dynamic capability formation process. (C) 2011 Elsevier Inc. All rights reserved.

引用

页码：278 / 290

页数：13

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