When Worse Is Better: Strategic Choice of Vendors with Differentiated Capabilities in a Complex Cocreation Environment

References

• Adida E, Mamani H, Nassiri S (2017) Bundled payment vs. fee-for-service: Impact of payment scheme on performance. Management Sci. 63(5):1606–1624.Link, Google Scholar
• Allon G, Van Mieghem JA (2010) Global dual sourcing: Tailored base-surge allocation to near-and offshore production. Management Sci. 56(1):110–124.Link, Google Scholar
• Amaral J, Anderson EG Jr, Parker G (2011) Putting it together: How to succeed in distributed product development. MIT Sloan Management Rev. 52(2):51–58.Google Scholar
• Anderson EG Jr, Parker GG (2013) Integration of global knowledge networks. Production Oper. Management 22(6):1446–1463.Crossref, Google Scholar
• Anupindi R, Akella R (1993) Diversification under supply uncertainty. Management Sci. 39(8):944–963.Link, Google Scholar
• Bapna R, Barua A, Mani D, Mehra A (2010) Research commentary—Cooperation, coordination, and governance in multisourcing: An agenda for analytical and empirical research. Inform. Systems Res. 21(4):785–795.Link, Google Scholar
• Basha S, Ponnurangam D (2010) Analysis of empirical software effort estimation models. Internat. J. Comput. Sci. Inform. Security 7(3):68–77.Google Scholar
• Bhargava HK (2021) Bundling for flexibility and variety: An economic model for multiproducer value aggregation. Management Sci. 67(4):2365–2380.Link, Google Scholar
• Bhaskaran SR, Krishnan V (2009) Effort, revenue, and cost sharing mechanisms for collaborative new product development. Management Sci. 55(7):1152–1169.Link, Google Scholar
• Blackwell E, Gambell T, Marya V, Schmitz C (2017) The great remake: Manufacturing for modern times (McKinsey & Company). Accessed December 21, 2021, https://www.mckinsey.com/business-functions/operations/our-insights/the-great-remake-manufacturing-for-modern-times.Google Scholar
• Budiac D (2018) Warehouse management software buyer trends—2018 report, Software Connect, Inphinet Interactive Communications, Inc., Milwaukee, Wisconsin. Accessed December 21, 2021, https://softwareconnect.com/warehouse-management/buyer-trends-2018-report/.Google Scholar
• Burke GJ, Carrillo JE, Vakharia AJ (2007) Single vs. multiple supplier sourcing strategies. Eur. J. Oper. Res. 182(1):95–112.Crossref, Google Scholar
• Capgemini (2017) The keys to successful multisourcing. White paper, Capgemini, Paris, France. Accessed December 21, 2021, https://www.capgemini.com/wp-content/uploads/2017/07/tl_The_Keys_to_Successful_Multisourcing.pdf.Google Scholar
• Ceccagnoli M, Forman C, Huang P, Wu D (2012) Cocreation of value in a platform ecosystem: The case of enterprise software. Management Inform. Systems Quart. 36(1):263–290.Crossref, Google Scholar
• Choi SC (1991) Price competition in a channel structure with a common retailer. Marketing Sci. 10(4):271–296.Link, Google Scholar
• Choi TY, Krause DR (2006) The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation. J. Oper. Management 24(5):637–652.Crossref, Google Scholar
• Cohen L, Young A (2006) Multisourcing: Moving Beyond Outsourcing to Achieve Growth and Agility (Harvard Business School Press, Boston).Google Scholar
• Corbett CJ, DeCroix GA (2001) Shared-savings contracts for indirect materials in supply chains: Channel profits and environmental impacts. Management Sci. 47(7):881–893.Link, Google Scholar
• Cusumano MA (1988) Manufacturing innovation: Lessons from the Japanese auto industry. MIT Sloan Management Rev. 30(1):29–39.Google Scholar
• Czerniawska F, Toppin G (2005) Business Consulting: A Guide to How It Works and How to Make It Work (Profile Books Ltd., London)Google Scholar
• Dawande M, Johar M, Kumar S, Mookerjee VS (2008) A comparison of pair vs. solo programming under different objectives: An analytical approach. Inform. Systems Res. 19(1):71–92.Link, Google Scholar
• Demirezen EM, Kumar S, Shetty B (2016) Managing co-creation in information technology projects: A differential games approach. Inform. Systems Res. 27(3):517–537.Link, Google Scholar
• Demirezen EM, Kumar S, Shetty B (2020) Two is better than one: A dynamic analysis of value co-creation. Production Oper. Management 29(9):2057–2076.Crossref, Google Scholar
• Demirhan D, Jacob VS, Raghunathan S (2007) Strategic IT investments: The impact of switching cost and declining IT cost. Management Sci. 53(2):208–226.Link, Google Scholar
• Desai PS, Koenigsberg O, Purohit D (2010) Forward buying by retailers. J. Marketing Res. 47(1):90–102.Crossref, Google Scholar
• Dubois A, Fredriksson P (2008) Cooperating and competing in supply networks: Making sense of a triadic sourcing strategy. J. Purchasing Supply Management 14(3):170–179.Crossref, Google Scholar
• Faraj S, Sproull L (2000) Coordinating expertise in software development teams. Management Sci. 46(12):1554–1568.Link, Google Scholar
• Feng Q, Shi R (2012) Sourcing from multiple suppliers for price-dependent demands. Production Oper. Management 21(3):547–563.Crossref, Google Scholar
• Feng Q, Jia J, Shanthikumar JG (2019) Dynamic multisourcing with dependent supplies. Management Sci. 65(6):2770–2786.Link, Google Scholar
• Foerstl K, Kirchoff JF, Bals L (2016) Reshoring and insourcing: Drivers and future research directions. Internat. J. Physical Distribution Logist. Management 46(5):492–515.Crossref, Google Scholar
• Ford C, Maughan A, Stevenson S (2011) Single and multi-sourcing models. Cross-border Outsourcing Handbook (Thomson Reuters Practical Law, Canary Wharf, London). Accessed December 21, 2021, https://uk.practicallaw.thomsonreuters.com/5-505-0544.Google Scholar
• Han K, Oh W, Im KS, Chang RM, Oh H, Pinsonneault A (2012) Value cocreation and wealth spillover in open innovation alliances. Management Inform. Systems Quart. 36(1):291–315.Crossref, Google Scholar
• Heese HS (2015) Single vs. multiple sourcing and the evolution of bargaining positions. Omega 54:125–133.Crossref, Google Scholar
• Heide JB, Weiss AM (1995) Vendor consideration and switching behavior for buyers in high-technology markets. J. Marketing 59(3):30–43.Crossref, Google Scholar
• Hughes J, Weiss J (2007) Simple rules for making alliances work. Harvard Bus. Rev. 85(11):122–131.Google Scholar
• IBM Newsroom (2020) TCS collaborates with IBM to power digital and cognitive enterprise transformations with IBM cloud. (June 18), https://newsroom.ibm.com/2020-06-18-TCS-Collaborates-with-IBM-to-Power-Digital-and-Cognitive-Enterprise-Transformations-with-IBM-Cloud.Google Scholar
• Jiang JJ, Klein G, Tsai JCA, Li Y (2018) Managing multiple-supplier project teams in new software development. Internat. J. Project Management 36(7):925–939.Crossref, Google Scholar
• Joskow PL (1988) Asset specificity and the structure of vertical relationships: Empirical evidence. J. Law Econom. Organ. 4(1):95–117.Crossref, Google Scholar
• Karmarkar US, Roels G (2015) An analytical framework for value co-production in services. Service Sci. 7(3):163–180.Link, Google Scholar
• Kim JH (2018) Asset specificity and firm value: Evidence from mergers. J. Corporate Finance 48:375–412.Crossref, Google Scholar
• Kim SH, Netessine S (2013) Collaborative cost reduction and component procurement under information asymmetry. Management Sci. 59(1):189–206.Link, Google Scholar
• Kohtamäki M, Rajala R (2016) Theory and practice of value co-creation in B2B systems. Indust. Marketing Management 56:4–13.Crossref, Google Scholar
• Kremers M, van Dissel H (2000) Enterprise resource planning: ERP system migrations. Comm. ACM. 43(4):53–56.Crossref, Google Scholar
• Lambert DM, Enz MG (2012) Managing and measuring value co-creation in business-to-business relationships. J. Marketing Management 28(13–14):1588–1625.Crossref, Google Scholar
• Lazzarini SG, Claro DP, Mesquita LF (2008) Buyer–supplier and supplier–supplier alliances: Do they reinforce or undermine one another? J. Management Stud. 45(3):561–584.Crossref, Google Scholar
• Leenders MR, Fearon HE, Flynn A, Johnson PF (2001) Purchasing and Supply Management (McGraw-Hill College, New York).Google Scholar
• Levina N, Su N (2008) Global multisourcing strategy: The emergence of a supplier portfolio in services offshoring. Decision Sci. 39(3):541–570.Crossref, Google Scholar
• Lyons TF, Krachenberg AR, Henke JW Jr (1990) Mixed motive marriages: What’s next for buyer-supplier relations. MIT Sloan Management Rev. 31(3):29–36.Google Scholar
• Martínez-de Albéniz V, Roels G (2011) Competing for shelf space. Production Oper. Management 20(1):32–46.Crossref, Google Scholar
• Mishra A, Chandrasekaran A, MacCormack A (2015) Collaboration in multi-partner R&D projects: The impact of partnering scale and scope. J. Oper. Management 33:1–14.Crossref, Google Scholar
• Moore S (2019) Gartner says worldwide customer experience and relationship management software market grew 15.6% in 2018. Gartner (June 17), https://www.gartner.com/en/newsroom/press-releases/2019-06-17-gartner-says-worldwide-customer-experience-and-relati.Google Scholar
• Mudambi R, Helper S (1998) The ‘close but adversarial’ model of supplier relations in the US auto industry. Strategic Management J. 19(8):775–792.Crossref, Google Scholar
• Narayanan S, Balasubramanian S, Swaminathan JM (2011) Managing outsourced software projects: An analysis of project performance and customer satisfaction. Production Oper. Management 20(4):508–521.Crossref, Google Scholar
• Paranikas P, Whiteford GP, Tevelson B, Belz D (2015) How to negotiate with powerful suppliers. Harvard Bus. Rev. 93(7):90–96.Google Scholar
• Parker GG, Van Alstyne MW, Choudary SP (2016) Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work For You (WW Norton & Company, New York).Google Scholar
• Plambeck EL, Taylor TA (2006) Partnership in a dynamic production system with unobservable actions and noncontractible output. Management Sci. 52(10):1509–1527.Link, Google Scholar
• Prahalad C, Hamel G (1990) The core competence of the corporation. Harvard Bus. Rev. 68(3):79–91.Google Scholar
• Rahmani M, Roels G, Karmarkar US (2017) Collaborative work dynamics in projects with co-production. Production Oper. Management 26(4):686–703.Crossref, Google Scholar
• Rahmani M, Roels G, Karmarkar US (2018) Team leadership and performance: Combining the roles of direction and contribution. Management Sci. 64(11):5234–5249.Link, Google Scholar
• Ranjan KR, Read S (2016) Value co-creation: Concept and measurement. J. Acad. Marketing Sci. 44(3):290–315.Crossref, Google Scholar
• Roels G (2014) Optimal design of coproductive services: Interaction and work allocation. Manufacturing Service Oper. Management 16(4):578–594.Link, Google Scholar
• Roels G, Karmarkar US, Carr S (2010) Contracting for collaborative services. Management Sci. 56(5):849–863.Link, Google Scholar
• Roy A, Gilbert SM, Lai G (2019) The implications of visibility on the use of strategic inventory in a supply chain. Management Sci. 65(4):1752–1767.Link, Google Scholar
• Sarker S, Sarker S, Sahaym A, Bjørn-Andersen N (2012) Exploring value cocreation in relationships between an ERP vendor and its partners: A revelatory case study. Management Inform. Systems Quart. 36(1):317–338.Crossref, Google Scholar
• Satterfield P (2006) The million-dollar question: ERP or WMS? Inbound Logistics (January 1), https://www.inboundlogistics.com/cms/article/the-million-dollar-question-erp-or-wms/.Google Scholar
• Schotter AP, Mudambi R, Doz YL, Gaur A (2017) Boundary spanning in global organizations. J. Management Stud. 54(4):403–421.Crossref, Google Scholar
• Su N, Levina N (2011) Global multisourcing strategy: Integrating learning from manufacturing into IT service outsourcing. IEEE Trans. Engrg. Management 58(4):717–729.Crossref, Google Scholar
• Taber D (2018) CRM vs ERP: What’s the difference and which do you need? CIO (February 6), https://www.cio.com/article/3253564/crm-vs-erp-whats-the-difference-and-which-do-you-need.html.Google Scholar
• Tang CS, Zimmerman JD, Nelson JI (2009) Managing new product development and supply chain risks: The Boeing 787 case. Supply Chain Forum Internat. J. 10(2):74–86.Google Scholar
• Treleven M (1987) Single sourcing: A management tool for the quality supplier. J. Purchasing Materials Management 23(1):19–24.Google Scholar
• Tunstall S, Klappich C (2019) Magic quadrant for warehouse management systems. Gartner (May 8), https://www.gartner.com/en/documents/3913373.Google Scholar
• Voon JP, Edwards GW (1991) The calculation of research benefits with linear and nonlinear specifications of demand and supply functions. Amer. J. Agricultural Econom. 73(2):415–420.Crossref, Google Scholar
• Weigelt C, Sarkar M (2012) Performance implications of outsourcing for technological innovations: Managing the efficiency and adaptability trade-off. Strategic Management J. 33(2):189–216.Crossref, Google Scholar
• Whitten D, Leidner D (2006) Bringing it back: An analysis of the decision to backsource or switch vendors. Decision Sci. 37(4):605–621.Crossref, Google Scholar
• Williamson OE (1975) Markets and Hierarchies: Analysis and Antitrust Implications (The Free Press, New York).Google Scholar
• Woźniakowski T, Jałowiecki P, Zmarzłowski K (2018) ERP systems and warehouse management by WMS. Inform. Systems Management 7(2):141–151.Google Scholar
• Wu Z, Choi TY, Rungtusanatham MJ (2010) Supplier–supplier relationships in buyer–supplier–supplier triads: Implications for supplier performance. J. Oper. Management 28(2):115–123.Crossref, Google Scholar
• Xue M, Field JM (2008) Service coproduction with information stickiness and incomplete contracts: Implications for consulting services design. Production Oper. Management 17(3):357–372.Crossref, Google Scholar