Managing innovative suppliers: exploring variables and procurement practices in New Zealand construction supply chains

Research output: Ph.D. ThesisPhD Research internal, graduation externalAcademic

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Abstract

The research concerned semi-dyadic relations in SMEs and large companies that managed innovative suppliers in New Zealand construction supply chains. It explored effects of (independent) company variables on (mediating) procurement management variables, and also the effects of these variable types on (dependent) procurement performance variables when managing innovative suppliers.

Exploratory interviews (N=5) revealed that innovation procurement seemed professional and logical within their contexts.

Survey I (N=112) revealed that most case companies followed a product leadership strategy, and were equally entrepreneurial to innovative customers and innovative suppliers. They were innovative and gave innovative suppliers a dominant innovation role. They seemed to prefer radical innovations less than incremental innovations, but still somewhat more than New Zealand averages. Companies had slight preferences for new, small, or foreign suppliers for radical innovations. Innovations with supplier interactions were more beneficial to the company and the natural environment, than innovations without supplier interactions. Higher company innovation-benefits could equal higher environmental innovation-benefits. This profile differed from the profile of average companies in the construction supply chain.

Survey I found weak correlations among output performance variables and process or proxy performance variables.

Dependent (procurement and performance) variables were affected differently. Conversely, independent (company and procurement) variables had different effects.

Different from extant literature, Survey I found limited statistically-significant effects of company variables on procurement management variables, and of these two variable types on performance. A minority (41%) of company variables affected procurement variables; only two company variables (13%) affected performance; a minority (40%) of procurement variables affected performance.

Product leadership and NPD/innovation experience affected performance. Moreover, trust, lifestyle strategies and survival strategies affected procurement variables. Conversely, 27% of performance variables (satisfaction on marketing & sales; benefits for the natural environment) and 30% of procurement variables (entrepreneurial orientation with innovative suppliers, relation intensity with manufacturers, and small vs large suppliers for radical innovations) responded stronger on some company variables. Company size (<99 versus >250 staff) had little effects.

Innovating, opportunity-seeking and trust towards innovative suppliers, and relation intensity with innovative service providers had highest effects on performance. Conversely, 46% of the performance variables (satisfaction with innovative suppliers, benefits for natural environment and company) responded stronger on innovating, opportunities-seeking and trust variables.

Survey II (N=33) identified 12 procurement best-practices that respondents used for specific supplier or innovation types.

Causality should be treated cautiously. Findings reflected the inconclusive results from extant literature. The research provided a nuanced and varied understanding on management of innovative suppliers, on the effects of entrepreneurial orientation to innovative suppliers, on the limited effects of company size, on the complex relations between various performance measures, and on entrepreneurship as a theoretical lens in innovation procurement. Companies had several options on how they managed their innovative suppliers. Additionally, the company characteristics and context of in this nascent research domain could be more important than commonly assumed from extant research.

Original languageEnglish
QualificationDoctor of Philosophy
Awarding Institution
  • Auckland University of Technology
Supervisors/Advisors
  • Tookey, John, Supervisor, External person
  • Seadon, Jeff, Supervisor, External person
  • Walhof, Gert, Advisor
  • Mobach, Mark P., Advisor
Thesis sponsors
Award date12 Dec 2019
Place of PublicationAuckland
Electronic ISBNshttp://hdl.handle.net/10292/12901
Publication statusPublished - 1 Oct 2019

Fingerprint

Supply chains
Innovation
Industry
Supply chain
New Zealand
Suppliers
Procurement
Marketing
Lenses
Sales

Keywords

  • supply chain management
  • innovation
  • new zealand
  • procurement
  • construction industry
  • smes
  • facilities management
  • entrepreneurship
  • mixed-methods study
  • supplier innovation
  • innovation procurement
  • construction innovation
  • construction supply chain
  • entrepreneurial orientation
  • facility management
  • procurement behaviour
  • procurement best practices
  • innovative suppliers
  • supplier management
  • SME purchasing

Cite this

@phdthesis{a364c3b1e7f3438d8a3c1206a9bd071d,
title = "Managing innovative suppliers: exploring variables and procurement practices in New Zealand construction supply chains",
abstract = "The research concerned semi-dyadic relations in SMEs and large companies that managed innovative suppliers in New Zealand construction supply chains. It explored effects of (independent) company variables on (mediating) procurement management variables, and also the effects of these variable types on (dependent) procurement performance variables when managing innovative suppliers.Exploratory interviews (N=5) revealed that innovation procurement seemed professional and logical within their contexts.Survey I (N=112) revealed that most case companies followed a product leadership strategy, and were equally entrepreneurial to innovative customers and innovative suppliers. They were innovative and gave innovative suppliers a dominant innovation role. They seemed to prefer radical innovations less than incremental innovations, but still somewhat more than New Zealand averages. Companies had slight preferences for new, small, or foreign suppliers for radical innovations. Innovations with supplier interactions were more beneficial to the company and the natural environment, than innovations without supplier interactions. Higher company innovation-benefits could equal higher environmental innovation-benefits. This profile differed from the profile of average companies in the construction supply chain.Survey I found weak correlations among output performance variables and process or proxy performance variables.Dependent (procurement and performance) variables were affected differently. Conversely, independent (company and procurement) variables had different effects.Different from extant literature, Survey I found limited statistically-significant effects of company variables on procurement management variables, and of these two variable types on performance. A minority (41{\%}) of company variables affected procurement variables; only two company variables (13{\%}) affected performance; a minority (40{\%}) of procurement variables affected performance.Product leadership and NPD/innovation experience affected performance. Moreover, trust, lifestyle strategies and survival strategies affected procurement variables. Conversely, 27{\%} of performance variables (satisfaction on marketing & sales; benefits for the natural environment) and 30{\%} of procurement variables (entrepreneurial orientation with innovative suppliers, relation intensity with manufacturers, and small vs large suppliers for radical innovations) responded stronger on some company variables. Company size (<99 versus >250 staff) had little effects.Innovating, opportunity-seeking and trust towards innovative suppliers, and relation intensity with innovative service providers had highest effects on performance. Conversely, 46{\%} of the performance variables (satisfaction with innovative suppliers, benefits for natural environment and company) responded stronger on innovating, opportunities-seeking and trust variables.Survey II (N=33) identified 12 procurement best-practices that respondents used for specific supplier or innovation types.Causality should be treated cautiously. Findings reflected the inconclusive results from extant literature. The research provided a nuanced and varied understanding on management of innovative suppliers, on the effects of entrepreneurial orientation to innovative suppliers, on the limited effects of company size, on the complex relations between various performance measures, and on entrepreneurship as a theoretical lens in innovation procurement. Companies had several options on how they managed their innovative suppliers. Additionally, the company characteristics and context of in this nascent research domain could be more important than commonly assumed from extant research.",
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author = "Anne Staal",
note = "This doctoral research project was financially supported by GIB Plasterboard NZ, the Auckland University of Technology NZ, and Hanze University of Applied Sciences NL.",
year = "2019",
month = "10",
day = "1",
language = "English",
school = "Auckland University of Technology",

}

Managing innovative suppliers : exploring variables and procurement practices in New Zealand construction supply chains. / Staal, Anne.

Auckland, 2019. 355 p.

Research output: Ph.D. ThesisPhD Research internal, graduation externalAcademic

TY - THES

T1 - Managing innovative suppliers

T2 - exploring variables and procurement practices in New Zealand construction supply chains

AU - Staal, Anne

N1 - This doctoral research project was financially supported by GIB Plasterboard NZ, the Auckland University of Technology NZ, and Hanze University of Applied Sciences NL.

PY - 2019/10/1

Y1 - 2019/10/1

N2 - The research concerned semi-dyadic relations in SMEs and large companies that managed innovative suppliers in New Zealand construction supply chains. It explored effects of (independent) company variables on (mediating) procurement management variables, and also the effects of these variable types on (dependent) procurement performance variables when managing innovative suppliers.Exploratory interviews (N=5) revealed that innovation procurement seemed professional and logical within their contexts.Survey I (N=112) revealed that most case companies followed a product leadership strategy, and were equally entrepreneurial to innovative customers and innovative suppliers. They were innovative and gave innovative suppliers a dominant innovation role. They seemed to prefer radical innovations less than incremental innovations, but still somewhat more than New Zealand averages. Companies had slight preferences for new, small, or foreign suppliers for radical innovations. Innovations with supplier interactions were more beneficial to the company and the natural environment, than innovations without supplier interactions. Higher company innovation-benefits could equal higher environmental innovation-benefits. This profile differed from the profile of average companies in the construction supply chain.Survey I found weak correlations among output performance variables and process or proxy performance variables.Dependent (procurement and performance) variables were affected differently. Conversely, independent (company and procurement) variables had different effects.Different from extant literature, Survey I found limited statistically-significant effects of company variables on procurement management variables, and of these two variable types on performance. A minority (41%) of company variables affected procurement variables; only two company variables (13%) affected performance; a minority (40%) of procurement variables affected performance.Product leadership and NPD/innovation experience affected performance. Moreover, trust, lifestyle strategies and survival strategies affected procurement variables. Conversely, 27% of performance variables (satisfaction on marketing & sales; benefits for the natural environment) and 30% of procurement variables (entrepreneurial orientation with innovative suppliers, relation intensity with manufacturers, and small vs large suppliers for radical innovations) responded stronger on some company variables. Company size (<99 versus >250 staff) had little effects.Innovating, opportunity-seeking and trust towards innovative suppliers, and relation intensity with innovative service providers had highest effects on performance. Conversely, 46% of the performance variables (satisfaction with innovative suppliers, benefits for natural environment and company) responded stronger on innovating, opportunities-seeking and trust variables.Survey II (N=33) identified 12 procurement best-practices that respondents used for specific supplier or innovation types.Causality should be treated cautiously. Findings reflected the inconclusive results from extant literature. The research provided a nuanced and varied understanding on management of innovative suppliers, on the effects of entrepreneurial orientation to innovative suppliers, on the limited effects of company size, on the complex relations between various performance measures, and on entrepreneurship as a theoretical lens in innovation procurement. Companies had several options on how they managed their innovative suppliers. Additionally, the company characteristics and context of in this nascent research domain could be more important than commonly assumed from extant research.

AB - The research concerned semi-dyadic relations in SMEs and large companies that managed innovative suppliers in New Zealand construction supply chains. It explored effects of (independent) company variables on (mediating) procurement management variables, and also the effects of these variable types on (dependent) procurement performance variables when managing innovative suppliers.Exploratory interviews (N=5) revealed that innovation procurement seemed professional and logical within their contexts.Survey I (N=112) revealed that most case companies followed a product leadership strategy, and were equally entrepreneurial to innovative customers and innovative suppliers. They were innovative and gave innovative suppliers a dominant innovation role. They seemed to prefer radical innovations less than incremental innovations, but still somewhat more than New Zealand averages. Companies had slight preferences for new, small, or foreign suppliers for radical innovations. Innovations with supplier interactions were more beneficial to the company and the natural environment, than innovations without supplier interactions. Higher company innovation-benefits could equal higher environmental innovation-benefits. This profile differed from the profile of average companies in the construction supply chain.Survey I found weak correlations among output performance variables and process or proxy performance variables.Dependent (procurement and performance) variables were affected differently. Conversely, independent (company and procurement) variables had different effects.Different from extant literature, Survey I found limited statistically-significant effects of company variables on procurement management variables, and of these two variable types on performance. A minority (41%) of company variables affected procurement variables; only two company variables (13%) affected performance; a minority (40%) of procurement variables affected performance.Product leadership and NPD/innovation experience affected performance. Moreover, trust, lifestyle strategies and survival strategies affected procurement variables. Conversely, 27% of performance variables (satisfaction on marketing & sales; benefits for the natural environment) and 30% of procurement variables (entrepreneurial orientation with innovative suppliers, relation intensity with manufacturers, and small vs large suppliers for radical innovations) responded stronger on some company variables. Company size (<99 versus >250 staff) had little effects.Innovating, opportunity-seeking and trust towards innovative suppliers, and relation intensity with innovative service providers had highest effects on performance. Conversely, 46% of the performance variables (satisfaction with innovative suppliers, benefits for natural environment and company) responded stronger on innovating, opportunities-seeking and trust variables.Survey II (N=33) identified 12 procurement best-practices that respondents used for specific supplier or innovation types.Causality should be treated cautiously. Findings reflected the inconclusive results from extant literature. The research provided a nuanced and varied understanding on management of innovative suppliers, on the effects of entrepreneurial orientation to innovative suppliers, on the limited effects of company size, on the complex relations between various performance measures, and on entrepreneurship as a theoretical lens in innovation procurement. Companies had several options on how they managed their innovative suppliers. Additionally, the company characteristics and context of in this nascent research domain could be more important than commonly assumed from extant research.

KW - supply chain management

KW - innovation

KW - new zealand

KW - procurement

KW - construction industry

KW - smes

KW - facilities management

KW - entrepreneurship

KW - mixed-methods study

KW - supplier innovation

KW - innovation procurement

KW - construction innovation

KW - construction supply chain

KW - entrepreneurial orientation

KW - facility management

KW - procurement behaviour

KW - procurement best practices

KW - innovative suppliers

KW - supplier management

KW - SME purchasing

KW - ondernemerschap

KW - inkoopmanagement

KW - nieuw zeeland

M3 - PhD Research internal, graduation external

CY - Auckland

ER -