Bridging Inter- and Intra-firm Boundaries: Management of Supplier Involvement in Automobile Product Development

Please use this identifier to cite or link to this item: http://dspace.mediu.edu.my:8181/xmlui/handle/1721.1/1423

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DC Field	Value	Language
dc.creator	Takeishi, Akira	-
dc.date	2002-06-26T16:25:17Z	-
dc.date	2002-06-26T16:25:17Z	-
dc.date	1999-11-01	-
dc.date.accessioned	2013-05-31T17:13:16Z	-
dc.date.available	2013-05-31T17:13:16Z	-
dc.date.issued	2013-06-01	-
dc.identifier	http://hdl.handle.net/1721.1/1423	-
dc.identifier.uri	http://koha.mediu.edu.my:8181/jspui/handle/1721	-
dc.description	Outsourcing has become an important strategy for many firms. Yet, firms need to compete with their competitors who also outsource and may share the same suppliers. This article explores how a firm could outperform others in managing the division of labor with a supplier in product development. Drawing on the empirical data collected from the Japanese auto industry, this paper shows that an automaker needs capabilities to coordinate various activities both externally with a supplier and internally within its own organization, in order to gain better component development performance. Overall, the results imply that outsourcing does not work effectively without extensive internal effort.	-
dc.description	Massachusetts Institute of Technology?s International Motor Vehicle Program (IMVP)	-
dc.format	294538 bytes	-
dc.format	application/pdf	-
dc.language	en_US	-
dc.subject	automobile product development	-
dc.subject	outsourcing	-
dc.title	Bridging Inter- and Intra-firm Boundaries: Management of Supplier Involvement in Automobile Product Development	-
Appears in Collections:	MIT Items

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