The Effect Of Supplier-Customer Relationships On Supplier Innovation
The Effect of Supplier-Customer Relationships on Supplier Innovation A Case Study of a Small Supplier Within the Swedish Tech Industry Master’s Thesis, 30 Credits Master’s Programme in Business & Management Specialisation: Marketing Department of Business Studies Uppsala University Spring Semester of 2021 Date of Submission: 2021-05-30 Emil Kahlbom Frans Perers Supervisor: León Poblete
Abstract Customers have lately become of increased importance in supplier innovation processes through inter-firm relationships. Therefore, the purpose of this thesis is to study how suppliercustomer relationships affect supplier innovation. By stemming from three main theoretical concepts, supplier-customer relationships, trust and commitment, and supplier innovation, a theoretical framework to base the analysis on was formed. The thesis utilized a qualitative case study research approach, where data was collected from a conducted pilot study, semistructured interviews, and secondary data sources. A small supplier within the Swedish tech industry was chosen as the unit of observation, where the supplier and two of their customers were interviewed regarding innovation processes they had partaken in together. The results of the study indicate that communication and trust are important enablers of initiating joint innovation practices. The supplier perceived the most valuable resource to receive from customers in an innovation context to be knowledge about markets and demand. The results indicate that such knowledge could be easier for suppliers to obtain if multiple customers are included in innovation processes, and future research should therefore focus on comparing the benefits and risks of single versus multiple customer involvement in supplier innovation. Keywords Supplier-customer relationships, trust, commitment, supplier innovation.
Acknowledgments We would like to embrace this opportunity to show gratitude to those who have made this master’s thesis possible to complete. Firstly, we want to thank our supervisor León Poblete for the support and guidance during the writing of this thesis. You have given us valuable insight throughout the entire process, and have made time for us whenever questions have emerged. We are very thankful for your motivational and honest feedback. We also want to thank our fellow marketing students who have provided useful feedback on our thesis during seminars. Your valuable input has been taken into consideration and contributed to a better end product. Lastly, we want to aim a big thank you to the three firms and all the respondents who participated in our interviews. Your answers and insights were very helpful, and without you we would not have been able to complete this thesis. Emil Kahlbom & Frans Perers
Table of Content 1. Introduction 7 1.1 Background 7 1.2 Problem Statement 8 1.3 Purpose 9 2. Theoretical Framework 2.1 Supplier-Customer Relationships 11 11 2.1.1 Constituents of Supplier-Customer Relationships 11 2.1.2 Exchange of Resources in Supplier-Customer Relationships 12 2.1.3 Purpose and Challenges of Exchanging Resources in Supplier-Customer Relationships 2.2 Trust and Commitment 13 15 2.2.1 Building Trust and Commitment 15 2.2.2 Effect on Supplier-Customer Relationships and Supplier Innovation 16 2.3 Supplier Innovation 16 2.3.1 Defining Supplier Innovation 17 2.3.2 Customer Involvement in Supplier Innovation 18 2.4 Model of Analysis 3. Method 19 21 3.1 Research Philosophy 21 3.2 Research Design 22 3.2.1 Qualitative Research 22 3.2.2 Single Case Study 22 3.3 Selecting the Case 23 3.3.1 Empirical Setting 23 3.3.2 Unit of Observation 24 3.3.3 Pilot Study 25 3.4 Data Collection 26 3.4.1 Semi-structured Interviews 26 3.4.2 Secondary Data 27 3.5 Operationalization of the Interview Guide 29 3.6 Data Analysis 31 3.7 Methodological Criticism 32
3.7.1 Validity & Reliability 4. The Case of Techmotion 4.1 Description of the Supplier and Customers 33 35 35 4.1.1 Supplier - Techmotion 35 4.1.2 Customer 1 - Alpha 35 4.1.3 Customer 2 - Beta 35 4.2 The Joystick Innovation Process 36 4.2.1 Establishing the Relationship 36 4.2.2 Developing the Joystick 37 4.2.3 Outcome of the Innovation Process 38 4.3 The NXL Innovation Process 40 4.3.1 Establishing the Relationship 40 4.3.2 Developing NXL 41 4.3.3 Outcome of the Innovation Process 43 5. Analysis 5.1 Supplier-Customer Relationships 46 46 5.1.1 Constituents of Supplier-Customer Relationships 46 5.1.2 Exchange of Resources in Supplier-Customer Relationships 47 5.2 Trust and Commitment 49 5.2.1 Building Trust and Commitment 49 5.2.2 Effect of Trust and Commitment on Supplier Innovation 50 5.3 Supplier Innovation 52 5.3.1 Customer Involvement in Supplier Innovation 52 5.3.2 Benefits and Risks of Customer Involvement in Supplier Innovation 53 6. Conclusion 55 6.1 Theoretical Contribution 55 6.2 Managerial Implications 55 6.3 Limitations and Future Research 56 References 58 Appendices 66
List of Figures Figure 1. Model of Analysis for the Effect of Supplier-Customer Relationships on Supplier Innovation 20 List of Tables Table 1. Conducted Interviews with Techmotion 27 Table 2. Conducted Interviews with Customers 27 Table 3. Visualization of Collected Secondary Data 29 Table 4. Coding Scheme of Collected Data 32
1. Introduction 1.1 Background In today's business markets, suppliers' competitive advantage is no longer only a matter of internal resources and capabilities (Gassmann, 2006), but a combination of capabilities forged with their relationships to other suppliers, organizations or customers (Coviello & Joseph, 2012). Thus, to become competitive in the global marketplace, suppliers need to engage in relationships that give them the possibility to focus on their core competencies and increase specialization (Gadde & Snehota, 2000). As many industries, such as the tech industry, are constantly growing and changing (Yang, Hong, Muzayyanah & Adha, 2020), the need for knowledge of customer usage is steadily high (La Rocca, Moscatelli, Perna & Snehota, 2016). To meet this need of customer usage knowledge, suppliers are increasingly inviting customers to participate in their innovation processes (Coviello & Joseph, 2012; Gadde & Snehota, 2000; La Rocca et al., 2016; Noordhoff, Kyriakopoulos, Moorman, Pauwels & Dellaert, 2011). An innovation process is seen as a cycle in which one or several actors continuously create and utilize knowledge by gathering, selecting, and implementing new ideas in a continuous progression (Uzunidis, 2018). Since the state of relationships between firms directly affects their success in joint innovation processes, supplier-customer relationships have been closely looked upon in recent research (e.g. Brown & Eisenhardt, 1995; La Rocca et al., 2016), where supplier-customer relationships are seen as the linkages and bonds created between suppliers and customers through interaction and engagement (Gadde & Snehota, 2000). The core of innovation is to create value, and it is therefore not limited to single practices such as new product development (Jacobides, Knudsen & Augier, 2006), but also includes improvements of existing products and services, marketing practices, organizational methods, and business processes (Gault, 2018). For a long time, innovation was mainly driven by traditional arm’s-length relationships between supplier and customer where the latter had a negligible role in the innovation process (Dyer, Cho & Chu, 1998). These types of relationships still exist between suppliers and customers in industries where the need for knowledge of use is low and price offerings to customers are prioritized (Araujo, Dubois & Gadde, 1999). On the other hand, in complex industries, suppliers need to attain more knowledge about customer usage to maximize customer value (Loasby, 1998). To increase this type of knowledge, suppliers can invite customers to partake in supplier innovation processes (e.g. Gadde & Snehota, 2000; La Rocca et al., 2016; Noordhoff et al., 2011). Supplier innovation refers to the 7
part of a supplier’s operations focusing on creating value through the development and improvement of products, services, marketing, organizational methods, and other valuecreating activities (Gault, 2018). Joint innovation processes are constantly increasing both in terms of quantity and importance (Gadde & Snehota, 2000), which calls for suppliers to restructure how they carry out innovation processes from a traditional supplier-driven view into a supplier-customer driven view (La Rocca et al. 2016). Joint innovation processes between suppliers and customers are dependent on the exchange of resources, such as knowledge and information (Perez, Whitelock & Florin, 2013), where resources can be exchanged differently depending on the desired outcome of the relationship (Bunduchi, 2008). The willingness to share resources has been argued by several scholars (e.g. Gadde & Snehota, 2000; La Rocca et al., 2016; Morgan & Hunt, 1994) as a requirement to succeed in joint innovation processes. However, when trust is low within a supplier-customer relationship, involved parties are restrictive with sharing sensitive information due to risks of facing opportunistic behavior (Cannon & Perreault 1999; Noordhoff et al., 2011). Morgan and Hunt (1994) argue that risks of facing opportunistic behavior are decreased when trust and commitment are high within a supplier-customer relationship, and therefore elements affecting trust and commitment should be considered in supplier-customer relationships. Elements affecting trust and commitment could be communication, shared norms and values, operational embeddedness (Cannon & Perreault, 1999; Morgan & Hunt, 1994), and adaptations to the other party (Cannon & Perreault, 1999). 1.2 Problem Statement Suppliers need more resources than they can successfully obtain internally (Araujo et al., 1999) and often have limited knowledge about customer needs (Loasby, 1998). Suppliers can fill this gap by involving customers in the supplier innovation process (Chang & Taylor, 2016; Gadde & Snehota, 2000; Griffin, Josephson, Lilien, Wiersema, Bayus, Chandy, Dahan, Gaskin, Kohli, Miller, Oliva, Spanjol, 2013), which makes relationships between firms necessary and important to study (Brown & Eisenhardt, 1995; Cannon & Perreault, 1999; Coviello & Joseph, 2012; La Rocca et al., 2016). The views on positive (e.g. Chang & Taylor, 2016; Gadde & Snehota, 2000; La Rocca et al., 2016; Noordhoff et al., 2011) and negative (e.g. Anderson & Jap, 2005; Cannon & Perreault 1999; Gruner & Homburg, 2000; Gu, Hung & Tse, 2008; Noordhoff et al., 2011) effects from customer involvement on supplier innovation are vast in previous literature. Benefits such as increased innovation knowledge and cost reductions from 8
supplier-customer relationships have been suggested (e.g. Gadde & Snehota, 2000; La Rocca et al., 2016; Noordhoff et al., 2011), where other scholars (e.g. Anderson & Jap, 2005; Cannon & Perreault 1999; Gruner & Homburg, 2000; Gu et al., 2008; Knudsen, 2007; Noordhoff et al, 2011) have argued for increased risks, such as customers using attained knowledge from suppliers for selfish gains (Anderson & Jap, 2005) or suppliers missing out on relationships with more knowledgeable customers (Gu et al., 2008). Mohr and Sarin (2009) state that interactions within supplier-customer relationships can be complex and unfocused, and that the complexity is increased in innovation-based industries like for example the tech industry. Jaworski and Kohli (2006) argue that customer involvement is inappropriate when the time to market costs are high, which is opposed by Lotfi Mukhtar, Sahran and Zadeh (2013) who argue that customer involvement in supplier innovation decreases time to market. The involvement of customers in supplier innovation is an interactive process (Johnsen & Ford, 2007; La Rocca, Ford & Snehota, 2013; Read, Dew, Sarasvathy, Song & Wiltbank, 2009) where important needed knowledge about customer usage is gained (Chang & Taylor, 2016; Gadde & Snehota, 2000; Griffin et al., 2013; Loasby, 1998). While the value of resources is heterogeneous and determined by the way they fulfill suppliers’ and customers' needs (Loasby, 1998), there is an emergent need for joint innovation processes between suppliers and customers to enhance value for both parties (Grönroos & Voima, 2012; Vargo & Lusch, 2004). Due to the apparent risks and rewards related to supplier-customer relationships, the effect of customer involvement on supplier innovation needs further investigation (e.g. Noordhoff et al., 2011; Vieira & Bonifácio-da-Silva, 2016), where the importance of more knowledge about small firms have been emphasized (Zahra, Sapienza & Davidsson, 2006). Extensive research has previously been made on supplier innovation from a customer perspective (e.g. Cannon & Perreault, 1999; Gadde & Snehota, 2000). However, since the need for suppliers to include customers in innovation processes to stay competitive is increasing (Coviello & Joseph, 2012; Gadde & Snehota, 2000; Gassmann, 2006), supplier innovation needs further research from a supplier perspective. 1.3 Purpose There is an apparent need to further investigate how supplier innovation is affected by suppliercustomer relationships. Contemporary literature suggests that such research is especially 9
relevant for innovation-driven industries, such as the tech industry (Parida, Westerberg & Frishammar, 2012). It has also been argued that such knowledge would be vital for small firms (Zahra et al., 2006), where the ability to innovate often is seen as a requirement for growth and competitiveness (Parida et al., 2012). The purpose of this thesis is therefore to contribute to the understanding of how supplier-customer relationships affect supplier innovation for small firms within the Swedish tech industry. This is done by stemming from the point of a supplier perspective in joint supplier-customer innovation processes. To fulfill the purpose of this thesis, the following research question was formed to guide the research: How do supplier-customer relationships affect supplier innovation for small firms within the Swedish tech industry? 10
2. Theoretical Framework 2.1 Supplier-Customer Relationships Relationships between suppliers and customers are important enablers of joint value creation (Vargo & Lusch, 2004). How successful a supplier is to develop customer relationships can have an effect on how the firm performs (Morgan & Hunt, 1994), as well as developing innovation capabilities (Araujo et al., 1999). Therefore, understanding the constituents of supplier-customer relationships and how they affect the exchange of resources (Bunduchi, 2008) is of great importance for suppliers seeking to utilize customers in their innovation practices (Sheth & Sharma, 1997). 2.1.1 Constituents of Supplier-Customer Relationships Supplier-customer relationships consist of several elements affecting the structure, outcome, and value of the relationship (Cannon & Perreault, 1999). These elements can for example be shared values, mutual goals, policies, or behaviors (Dwyer, Schurr & Oh, 1987; Heide & John, 1992) and norms (Cannon & Perreault, 1999), as well as specific benefits with superior value that otherwise would not have been achieved (Morgan & Hunt, 1994). The existing culture within an organization and amongst its employees has also been shown to have an impact on supplier-customer relationships, where culture is seen as a collective mindset that distinguishes people from for example different backgrounds, professions, nations, and regions (Hofstede, 1994). Because of the impact culture can have on supplier-customer relationships, the management of the collaboration needs to be adjusted according to the different parties’ cultures to maximize relationship benefits (ibid). Dwyer et al. (1987) deem time to be an important part of building business-to-business relationships since relational exchanges transpire over a period of time. Another important element is communication between the two parties, where meaningful information is shared (Andersson & Narus, 1990), perceptions, expectations, and disputes are managed (Etgar, 1979), and continuous evaluations of the relationship occur (Morgan & Hunt, 1994). Choi and Contractor (2016) argue that the complexity of communication is higher in business-tobusiness relationships where the geographical distance between the firms is large, resulting in higher costs related to communication. To attain successful relationships, the involved parties should invest in each other and cooperate, strive for long-term benefits with the partner instead 11
of attractive short-term benefits elsewhere, and trust the partner to act for the relationship's success rather than acting opportunistically (Morgan & Hunt, 1994). Cannon and Perreault (1999) argue for several internal dimensions in supplier-customer relationships that reflect the actions and expected behaviors between the two parties. Similar to Morgan and Hunt (1994), Cannon and Perreault (1999) argue for the importance of communication and uninhibitedly sharing important and beneficial information for both parties, which can promote improved product quality and development of new products (La Rocca et al., 2016). The exchanges in supplier-customer relationships can also be a result of the linkages between the two parties' internal systems, routines and procedures, as well as adaptations and legal bonds clarifying specific obligations between and for the involved parties (Cannon & Perreault, 1999). There are also external market factors that affect suppliercustomer relationships, such as the availability of alternative suppliers, the volatility and changeability of the marketplace, as well as the importance and complexity of needed supplies (ibid). 2.1.2 Exchange of Resources in Supplier-Customer Relationships Different types of supplier-customer relationships can be formed to gain an advantage in innovation processes (Sheth & Sharma, 1997), where the type of relationship will affect the way resources are exchanged (Bunduchi, 2008). A firm's capability to efficiently utilize a given combination of resources determines its productivity, whereas the development of new combinations of resources over time determines its innovative capabilities (Araujo et al., 1999). To understand dynamic exchange relationships and suppliers’ capability to propose value for customers, there is a need to understand how suppliers and customers relate their resources and in what contexts they are being used (Grönroos & Voima, 2012; Vargo & Lusch, 2004). Araujo et al. (1999) propose a framework for how suppliers and customers exchange resources within supplier innovation processes. Different ways of how joint resources can be activated are proposed, ranging from static to dynamic interaction and exchange of information and knowledge. Araujo et al. (1999) argue that how well a specific type of resource interface performs is entirely dependent on the context, and pros and cons must be weighed against each other in every specific supplier-customer relationship. 12
Suppliers often have less knowledge of use than customers (Chang & Taylor, 2016; Gadde & Snehota, 2000; Griffin, et al., 2013), but by receiving specific instructions and knowledge from customers, suppliers can carry out innovation processes that are fully customized to fill those needs (MacDuffie & Helper, 1997). This entails that interaction and adaptation of both parties’ resources occur in what Araujo et al. (1999, p. 500) call the “specified interface”. In a “translation interface”, the customer instead lacks the sufficient knowledge to solve a specific problem, so they present the problem to a supplier who has more responsibility, but greater freedom, in how to create an adapted solution by utilizing their knowledge and skills (ibid, p. 500). An alternative framework was introduced by Inemek and Matthyssens (2013), describing different settings in which suppliers and customers exchange resources during innovation processes. “Buyer assistance” is described as an exchange of resources where the customer offers knowledge and information to help the supplier in problem-solving as well as performance improvements (ibid, p. 583). Hence, direct investments are made from the customer in the supplier’s operations, which is likely to result in further communication and information exchange between the supplier and customer (Modi & Mabert, 2007). 2.1.3 Purpose and Challenges of Exchanging Resources in Supplier-Customer Relationships By exchanging and combining resources effectively in supplier-customer relationships, several benefits can be achieved in supplier innovation (e.g. Gadde & Snehota, 2000; La Rocca et al., 2016; Noordhoff et al., 2011). When resource exchange is occurring between supplier and customer, it is easier to plan and coordinate business activities, and forecasts on demand can easier be made leading to reductions in costs through reduced information asymmetry between supplier and customer (Lee & Whang, 2000). Knowledge about market demand is essential for firms to increase financial security through minimizing risks related to the lack of forecasts about future payments (ibid). By exchanging information and knowledge, suppliers can also increase their innovation productivity and efficiency, as well as services related to the innovation process, such as customer support and learning (Mourtzis, 2011). In supplier-customer relationships, exchanging knowledge and information also makes it easier to detect usage problems early in product development processes, since customers have good insight or partake in the development process (Lotfi et al., 2013). Furthermore, when communication is high and 13
information exchange frequent, the response time of requests between supplier and customer is reduced (Lee & Whang, 2004). As a result of early problem detection in the product development process, increased innovation productivity and efficiency, and short response time between supplier and customer, Lotfi et al. (2013) suggest that the exchange of resources between supplier and customer enables a shorter time to market in both product development and new product development. If suppliers and customers fail to exchange resources effectively within a relationship, it can lead to unwanted outcomes and decrease joint value creation in the innovation process (Araujo et al., 1999). Lee and Whang (2000) suggest that if suppliers don’t utilize the information they have gained from customer relationships, innovation efficiency and forecasts of demand will not be optimized, leading to an increase in costs. As a result of not fully utilizing information within supplier-customer relationships, Yu, Yan and Cheng (2001) argue that resistance against sharing information can build up, putting the relationship in a negative spiral. A similar problem is lifted by Chen (2003), explaining that uneven exchange of resources often leads to a decrease in information exchange over time and lowers joint value creation from innovation processes. However, Chen (2003) argues that achieving an even exchange of resources within supplier-customer relationships is hard because one party often has superior knowledge and information. A key aspect of exchanging resources effectively within a supplier-customer relationship is building information systems allowing such exchange to occur (Lee & Whang, 2000). However, doing so also presents risks in terms of large investments of time, human resources. and capital (Motiwalla & Thompson, 2012), as well as technological differences between the existing systems (Lee & Whang, 2000). These significant investments make it hard for smalland medium-sized firms to implement such systems in supplier-customer relationships, making resource exchange and innovation processes sub-optimal (Devos, Van Landeghem & Deschoolmeester, 2014). Exchanging resources within supplier-customer relationships is not only a matter of the capability to do so but also the willingness to do so (Noordhoff et al., 2011). To achieve efficient resource exchange and joint innovation activities between suppliers and customers, many scholars (e.g. Dwyer et al. 1987; Morgan & Hunt 1994; Noordhoff et al. 2011) have argued that trust and commitment are determining factors. 14
2.2 Trust and Commitment Trust and commitment have been pointed out to be important elements within suppliercustomer relationships, requiring both time and effort from involved parties to develop (Kumar, 1996). Morgan and Hunt (1994, p. 22) deem trust and commitment to be “key mediating variables” in their commitment-trust theory, and a requirement for succeeding with joint innovation processes. Commitment can be defined as an effort to maintain a relationship due to the benefits that come from it, and trust can be defined as a belief in reliability and integrity from the exchange partner (Moorman, Zaltman & Deshpandé, 1992; Morgan & Hunt, 1994). 2.2.1 Building Trust and Commitment Dwyer et al., (1987) state that supplier-customer relationships always move towards commitment, or dissolve along the way. They argue that commitment should be seen as the ultimate stage of bonding between suppliers and customers, which is preceded by phases of awareness, exploration, and expansion of the relationship. Similarly, Morgan and Hunt (1994) argue that commitment within a supplier-customer relationship is decided by antecedent elements in the relationship, such as communication, shared values, relationship benefits, relationship termination costs, and opportunistic behavior. Cannon and Perreault (1999) further expand the view of commitment to also include adaptations made to the other party and legal bonds creating a commitment between supplier and customer. Trust within supplier-customer relationships can be built both externally through for example good credit standings, brand names, and guarantees (Schurr & Ozanne, 1985), as well as internally within the relationship through for example communication and shared values (Morgan & Hunt, 1994; Swan & Nolan, 1985; Swan, Trawick & Silva, 1985). Dwyer et al. (1987) argue that internal experiences within a relationship will have a larger effect than external experiences on building trust. Harris and Goode (2004) suggest that a high perceived value of a supplier-customer relationship will result in a high level of trust. This view is criticized by Sirdeshmukh, Singh and Sabol (2002) saying that the connection between value and trust is not clear and needs further investigation. Many scholars (e.g. Geyskens, Steenkamp & Kumar, 1999; Gil-Saura, Frasquet-Deltoro & Cervera-Taulet, 2009; Morgan & Hunt, 1994) have argued that trust has a positive effect on relationship commitment, meaning that they are not independent variables from each other. If a high relationship commitment is desired, it is therefore important to also achieve a high level of trust within a relationship (Geyskens et al., 1999; Morgan & Hunt, 1994; Young and Wilkinson, 1989). 15
2.2.2 Effect on Supplier-Customer Relationships and Supplier Innovation Reaching a high level of relationship commitment and trust has been argued to be desirable by many scholars (e.g. Dwyer et al. 1987; Morgan & Hunt 1994; Noordhoff et al. 2011) to succeed with long-term supplier-customer relationships. Morgan and Hunt (1994) argue that high commitment and trust within supplier-customer relationships increase cooperation and acquiescence, improve conflict handling, and lowers uncertainty and propensity to leave. Noordhoff et al. (2011) suggest that suppliers who partake in joint innovation processes with customers with a high amount of innovation knowledge are more likely to increase their innovation capabilities. However, critique has been brought forward against the idea of high trust and commitment as something that should always be desired. Gu et al. (2008) state that having a too high level of trust and commitment within supplier-customer relationships can lead to the supplier failing to develop new relationships with customers possessing more valuable knowledge for the development of supplier innovation. Gundlach, Achrol and Mentzer (1995) argue that a high level of trust and commitment can lead to limited alternative exploration and subjective evaluation of the relationship. Similarly, Tsiros, Ross and Mittal (2009) suggest that a high level of commitment leads to a biased evaluation of the relationship partner, and that action can be curtailed due to joint social norms or perceptions of high termination costs, even if alternative relationships seem more lucrative. When trust and commitment are low, several negative consequences have been argued for. Dwyer et al. (1987) argue that low trust in supplier-customer relationships will result in negative attitudes, poor communication, and bargaining behavior from customers. When trust is low in supplier-customer relationships, the exchange of knowledge and information is also restrictive, leading to less favorable development of supplier innovation (Cannon & Perreault 1999; Noordhoff et al., 2011). Low trust and commitment in supplier-customer relationships often stem from the fear of facing opportunistic behavior (Uzzi & Lancaster, 2003). From a supplier perspective, one such risk could be that customers use the newly gained knowledge to expand vertically, and thus replacing the supplier internally (Noordhoff et al, 2011). Other types of opportunistic behavior a supplier can face from a customer include breach of contract, dishonesty, stealing, false promises, and withholding of information (Chowdhury, 2012). 2.3 Supplier Innovation Supplier innovation refers to the part of a supplier’s operations focusing on creating value through the development and improvement of products
2.2.1 Building Trust and Commitment 15 2.2.2 Effect on Supplier-Customer Relationships and Supplier Innovation 16 2.3 Supplier Innovation 16 2.3.1 Defining Supplier Innovation 17 2.3.2 Customer Involvement in Supplier Innovation 18 2.4 Model of Analysis 19 3. Method 21 3.1 Research Philosophy 21 3.2 Research Design 22
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