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Developing New Capabilities across a Supplier Network through Boundary Crossing: A Case Study of a China-Based MNC Subsidiary and its Local Suppliers
Jacky F. L. Hong1; Robin Stanley Snell2
2013
Source PublicationOrganization Studies
ISSN0170-8406 1741-3044
Volume34Issue:3Pages:377–406
Abstract

Our nested case study shows how a China-based focal subsidiary of a Japanese MNC used various power bases to orchestrate a co-opetitive and diverse supplier ecosystem, and to drive cumulative cycles of collaborative capability development involving successive phases of capability gap articulation, evolution and institutionalization. All phases of capability development required the crossing of cognitive boundaries, which was facilitated by mutual engagement with boundary objects, and by common possession of generic background knowledge disseminated by the focal firm. The capability evolution phase also required the crossing of social and governance boundaries, which was supported and legitimized by shared framing assumptions about mutual benefit and continuous development, while the capability institutionalization phase also required the crossing of governance boundaries. Although the focal firm was open to suggestions for mutual benefit, it exercised unilateral control over design decisions, thereby pressurizing its suppliers to engage in capability development to meet specifications that they found arduous. Supplier diversity was a resource, and co-opetition a driving force for the discovery of solutions to manufacturability problems during the capability evolution phase, such that failure to develop requisite capabilities was uncommon.

KeywordBoundary Crossing Boundary Objects Capability Development Mncs Power
DOI10.1177/0170840612467154
Indexed BySSCI
Language英语
WOS Research AreaBusiness & Economics
WOS SubjectManagement
WOS IDWOS:000316686800004
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Citation statistics
Cited Times [WOS]:17   [WOS Record]     [Related Records in WOS]
Document TypeJournal article
CollectionDEPARTMENT OF MANAGEMENT AND MARKETING
Corresponding AuthorJacky F. L. Hong
Affiliation1.University of Macau, China
2.Lingnan University, Hong Kong
First Author AffilicationUniversity of Macau
Corresponding Author AffilicationUniversity of Macau
Recommended Citation
GB/T 7714
Jacky F. L. Hong,Robin Stanley Snell. Developing New Capabilities across a Supplier Network through Boundary Crossing: A Case Study of a China-Based MNC Subsidiary and its Local Suppliers[J]. Organization Studies,2013,34(3):377–406.
APA Jacky F. L. Hong,&Robin Stanley Snell.(2013).Developing New Capabilities across a Supplier Network through Boundary Crossing: A Case Study of a China-Based MNC Subsidiary and its Local Suppliers.Organization Studies,34(3),377–406.
MLA Jacky F. L. Hong,et al."Developing New Capabilities across a Supplier Network through Boundary Crossing: A Case Study of a China-Based MNC Subsidiary and its Local Suppliers".Organization Studies 34.3(2013):377–406.
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