The influence of the supply chain agents on the new product developments performance: an analysis based on the multi-group

moderation
by
Luciano Castro de Carvalho Advisor: Ely Laureano Paiva - FGV Co-advisor: Barbara Bechler Flynn - IUPUI

Introduction

Market orientation as organizational strategy; Fast changes in Consumers preferences; Integration as a way to optimize resources to meet the customers needs. Suply chain integration has been treated as a single construct or dyad. NPD has been treated as single construct Factors that mediate the supply chain integration and NPD performance. We tested those influences through an analytical model.

Problem Discussion

How do supply chain agents behave in fast technological changess environment when they are called to integrate into new product development?
What is the direct and indirect influence exerced by supply chains agents on new poduct developments performance?

Objectives
General Objective

Verify the influence of supply chain agents on new product development performance when they are analyzed jointly.
a) Specific Objectives Verify the relationship between firms guidance to cooperate and manufacturing, supplier and customer involvement (supply chain integration) into new product development; Verify the influence of the supply chain agents on the anticipation of new technologies and continuous improvement; Verify the influence of anticipation of new technologies and continuous improvement on the new product performance; Verify the direct and indirect effect of the supply chain agents on new product development under the moderation of the environmental turbulence, industry and location; Elucidate the conditions wherein supplier chain agents act differently on new product developments performance.

b)
c) d) e)

Supportive Theories Social Capital Theory

The relation between actors built according to the actors goal and the social structure rules that they belong to, wherein this relation can facilitate some achievements that in its absence cannot be possible (Coleman, 1988).

Absorptive Capacity Theory

Absorptive Capacity is the ability of the firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends (Cohen & Levinthal, 1990, p. 128).

Literature Review structure It follows the recomendation of Diana Ridley (The Literature Review: A Step-by-step Guide for Students). a) b) c) d) Historical Background Contemporary context Theoretical Underpinning Definitions and discussion of the terminology used in the research e) Signaling a gap in previous research

Operational variables

Social Capital Theory

Cooperation Supplier involvement into NPD Customer involvement into NPD Manufacturing involvement into NPD

Absorptive Capacity Theory Results of Social Capital and Absorptive Capacity

New technologies anticipation Continuous improvement

Operational performance Marketing performance Business Performance

Analytical model
Cooperation

H1c Social Capital H1b

H1a

Customer Involvement

Supplier Involvement

Manufacturing Involvement

H2a Absorptive Capacity

H3a

H3b H3c

H4a

Anticipation of New Technologies H5b H5c

H2b

Continuous Improvement

H4b

H6b H6a

Results of Social Capital and Absorptive Capacity

Marketing Performance

H7b

Operational Performance

H8

H7a

Business Performance

Moderating Variables
Environmental Turbulence: Low, Medium and High Industry: Electronics, Machinery and Transport Equipment Localization: America, Europe and Asia

Methodology
RESEARCH DESIGN: Its a descriptive, cross-sectional reserach with quantitative method. RESEARCH CONTEXT: Its part of the global project HPM INSTRUMENT AND DATA COLLECTION: It was used the scales of the HPM project (Round 3). Seven-point Likert scale.

Methodology
SAMPLING

Methodology PROCEDURES FOR DATA ANALYSIS Missing values; Descriptive Analysis; Measurement models purification (CFA, page 113); Reliability analyses (Composite reliability, AVE, Cronbachs ); Discriminant analysis; Commom method variance

Results Hypotheses testing - Cooperation

Moderators H1a Manufacturing Involvement H1b Supplier Involvement H1c Customer Involvement

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe

X X X X

Asia

Results Hypotheses testing Customer Involvement

Moderators H2a Anticipation of New Technologies H2b Operational Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe

X
X X

Asia

Results Hypotheses testing Supplier Involvement

Moderators H3a Anticipation of new technologies H3b Continuous Improvement H3c Operational Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe

X
X X

X X X

Asia

Results Hypotheses testing Manufacturing Involvement

Moderators H4a Continuous Improvement H4b Operational Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe X* X*

Asia

Results Hypotheses testing ANT

Moderators H5a Continuous Improvement H5b Operational Performance H5c Marketing Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe X X X X X X X

X
X

Asia

X*

Results Hypotheses testing Continuous Improvement

Moderators H6a Operational Performance H6b Marketing Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe X*

Asia

Results Hypotheses testing Operational Performance

Moderators H7a Business Performance H7b Marketing Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe X

X
X X

X X X X X

Asia

Results Hypotheses testing Marketing Performance

Moderators H8 Business Performance

Overall
Low Turbulence Medium Turbulence High Turbulence Electronics Machinery Transport Equip America Europe X X X

Asia

Supplier Involvement into NPD

DIRECT EFFECT Operational Performance Marketing Performance Business Performance INDIRECT EFFECT Operational Performance Marketing Performance

Business Performance

Moderators
Overall Low Turbulence Medium Turbulence X X X

High Turbulence
Electronics Machinery Transport Equip America Europe Asia X X X X X

Manufacturing Involvement into NPD

DIRECT EFFECT Operational Performance Marketing Performance Business Performance INDIRECT EFFECT Operational Performance Marketing Performance

Business Performance

Moderators
Overall Low Turbulence Medium Turbulence

High Turbulence
Electronics Machinery Transport Equip America Europe Asia

Customer Involvement into NPD

DIRECT EFFECT Operational Performance Marketing Performance Business Performance INDIRECT EFFECT Operational Performance Marketing Performance

Business Performance

Moderators
Overall Low Turbulence Medium Turbulence X X X X X

High Turbulence
Electronics Machinery Transport Equip America Europe Asia

Final Considerations

The guidance to cooperate is related to internal integration;

Absorptive Capacity (ANT and continuous improvement) was not considered good mediator between supply chain integration and NPD.
Both supplier and customer influence directly on operational performance and indirectly on marketing and business performance. However those influences hapen in different scenarios. Manufacturing involvement does not influence the NPD.

Limitations

Period of data collection: 7 years

Size of the groups in the moderation.

Further Researches

NPD data based in reports;

Study new variables as representative of Absorptive Capacity

Find conditions wherein the manufacturing involvement influences the NPD performance.

Thanks!