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Discontinuous innovation and supply relationships: strategic dalliances

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Abstract:

The authors address the need for supply relationships to generate, support, and respond to discontinuous innovation (DI), noting that established ways of working appear insufficient. The peculiarities of DI are explained and contrasted with well-known concepts within innovation. The need for customer firms to be both closely collaborative with suppliers while also exploring potential, unpredictable DI elsewhere is proposed, by means of strategic dalliances. A model is presented for understanding and exploring this emerging management challenge.

Document Type: Research Article

DOI: https://doi.org/10.1111/j.1467-9310.2006.00442.x

Affiliations: 1: CRiSPS, University of Bath School of Management, Bath BA2 7AY, UK., Email: mnswp@management.bath.ac.uk 2: University of Southampton School of Management, Highfield, Southampton SO17 1BJ, UK., Email: r.c.lamming@soton.ac.uk 3: Tanaka Business School, Imperial College London, London SW7 2AZ, UK. 4: Nottingham University Business School, Nottingham NG8 1BB, UK., Email: hannah.noke@nottingham.ac.uk

Publication date: 2006-09-01

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