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Outsourcing strategies for radical innovations: does industry clockspeed make a difference?

By Robert K. Perrons and Ken Platts

Abstract

Purpose – To determine whether or not clockspeed is an important variable in outsourcing strategies throughout the development of radical innovations. Design/methodology/approach – An internet-based survey of manufacturing firms from all over the world. Findings – An industry's clockspeed does not play a significant role in the success or failure of a particular outsourcing strategy for a radical innovation. Research limitations/implications – Conclusions from earlier research in this area are not necessarily industry-specific. Practical implications – Lessons learned via previous investigations about the computer industry need not be confined to that sector. Vertical integration may be a more robust outsourcing strategy when developing a radical innovation in industries of all clockspeeds. Originality/value – Previous research efforts in this field focused on a single technology jump, but this approach may have overlooked a potentially important variable: industry clockspeed. Thus, this investigation explores whether clockspeed is an important factor

Topics: 150300 BUSINESS AND MANAGEMENT, Corporate strategy, Manufacturing industries, Outsourcing
Publisher: Emerald Group Publishing Limited
Year: 2005
DOI identifier: 10.1108/17410380510627852
OAI identifier: oai:eprints.qut.edu.au:46473
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