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Discontinuous Innovation in Supply Relationship Management: Two Cases and a Future Research Direction

Discontinuous Innovation in Supply Relationship Management: Two Cases and a Future Research Direction

Richard Lamming, Fu Jia
Copyright: © 2012 |Pages: 14
ISBN13: 9781609605858|ISBN10: 1609605853|EISBN13: 9781609605865
DOI: 10.4018/978-1-60960-585-8.ch016
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MLA

Lamming, Richard, and Fu Jia. "Discontinuous Innovation in Supply Relationship Management: Two Cases and a Future Research Direction." Supply Chain Innovation for Competing in Highly Dynamic Markets: Challenges and Solutions, edited by Pietro Evangelista, et al., IGI Global, 2012, pp. 239-252. https://doi.org/10.4018/978-1-60960-585-8.ch016

APA

Lamming, R. & Jia, F. (2012). Discontinuous Innovation in Supply Relationship Management: Two Cases and a Future Research Direction. In P. Evangelista, A. McKinnon, E. Sweeney, & E. Esposito (Eds.), Supply Chain Innovation for Competing in Highly Dynamic Markets: Challenges and Solutions (pp. 239-252). IGI Global. https://doi.org/10.4018/978-1-60960-585-8.ch016

Chicago

Lamming, Richard, and Fu Jia. "Discontinuous Innovation in Supply Relationship Management: Two Cases and a Future Research Direction." In Supply Chain Innovation for Competing in Highly Dynamic Markets: Challenges and Solutions, edited by Pietro Evangelista, et al., 239-252. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-60960-585-8.ch016

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Abstract

Innovation may be divided into two types: incremental and discontinuous (Tidd et al. 2009). The first of these refers to ‘doing what is already done but better.’ The latter may come through the emergence of a new technology, a completely new market or a new business model and refers to decision making under uncertainty. The focus of this chapter is the implementation of discontinuous innovation (DI) in supply chain relationships. The authors review two research-led projects: the development and implementation of the SCRIA (Supply Chain Relationship in Aerospace) Relationship Evaluation Tool (RET) and the development of the concept of Value-Transparency (V-T). Both projects originated in the authors’ academic research in the early 1990s and were aimed at subsequent implementation in the context of supply chain relationships. One was successfully implemented; the other was not. The authors introduce future research exploring some supply relationship context-specific barriers and enablers in the implementation of radical concepts or DI through case based research method.

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