Downstream Product Innovation and Upstream Supply Chain Implications
Special issue call for papers from Supply Chain Management: an International Journal
SUBMISSION DEADLINE
Submission Due Date: November 30, 2020
INTRODUCTION
OBJECTIVE
A previous SI edited by Prof. Wagner and Prof. Wilding explored concepts of disruptive and radical innovation (New Supply Chain Models: Disruptive Supply Chain Strategies for 2030 (Volume 24, Issue 1)). Whilst the focus of that SI was with literature and conceptual work, this SI is purely applied and empirically grounded and seeking to explore issues and develop knowledge now and into the future. We would encourage a variety of papers including case studies, ethnographies and more innovative experimental methods. With the proviso that that the empirical papers are based on real data and not on scenarios, simulations or speculation. Innovative visual data collection methods, qualitative and quantitative innovations, field experiments and techniques such as design thinking are to be encouraged. Surveys are more appropriately submitted as part of a multi-method package. Therefore, we do not accept bibliometric, literature reviews or content analysis works in this special issue. Furthermore, we would like to reinforce that all contributions need to be empirical and that the SI does not include conceptual, modelling or simulation approaches.
The main objective of this special issue is to collate and present recent research examinations in the field of product innovation and its links with supply chain management. We are particularly interested in empirical studies investigating products undergoing a dramatic change in their architectures and dominant product/service logic. For instance, where product innovation is being replaced by a service dominant logic (i.e. such as mobility) and also leading to a fundamental re-thinking of outsourcing strategies, supplier roles in new product development, project management, market development management, supplier interface management, inter and intra-firm relationships, supply network structure, process flows and technologies.
In this Special Issue we are looking in particular at the supply chain management processes of product innovation involving advanced and high technology manufacturing (i.e. medical instruments, cell tissue), distributed manufacturing and local production. Finally, we would like to emphasise that both theoretical and practical implications to supply chain management should be presented in all contributions.
RECOMMENDED TOPICS
The topics to be discussed in this special issue include but are not limited to the following:
•New theory development which empirically models the impact of product eco-system innovation on supply chain management.
•Examinations of where product innovation, multi-partner initiatives and climate change is leading to a fundamental re-thinking of outsourcing strategies, supplier roles in new product development, project management, market development management, supplier interface management, inter and intra-firm relationships, supply network structure, process flows and technologies.
•Assessment of how firms in a supply chain create and capture business value from radical and disruptive product innovation.
•Assessment of the enablers and implications of radical and disruptive innovation on the design of future supply networks.
•What new capabilities are required to deal with dramatic shifts in "product eco-systems" and "ecologies" in terms of new requirements for process management, equipment, technology, systems, skills and attitudes?
•Assessment of supply network transformations that firms are undertaking to better realize the opportunities of new products, markets and technologies
•Works on innovation ecosystems and institutional theory approaches to understanding supply chain adjustments and innovation.
•How are firms aligning and negotiating their horizontal boundaries with public authorities and consumers, pressure groups and trade associations? What does this imply for supply chains?
•Assessment of how firms are dealing with new suppliers with no previous legacy or capability of operating in their traditional supply chain (i.e. infotainment, software, battery suppliers).
•How can innovation capital be a source of strategic advantage in the supply chain (i.e. Tesla)?
SUBMISSION PROCEDURE
Prospective authors are invited to submit papers for this special thematic issue on Reconfiguring business processes in the new political and technological landscape on or before November 30, 2020. All submissions must be original and may not be under review by another publication.
Interested authors should consult the journal’s guidelines for manuscript on the journal's page.
Editor in Chief:
Professor Beverly Wagner
All inquiries should be directed to the attention of:
Gary Graham – (Lead Guest Editor)
E-mail: g.graham@leeds.ac.uk
All manuscript submissions to the special issue should be sent through the online submission system.
REFERENCES
•Adner, R. (2017). 'Ecosystem as structure: an actionable construct for strategy', Journal of Management, 43, pp. 39-58.
•Anderson, C. (2013). Makers: The new industrial revolution. New York: Crown Business.
•Birkel, H.S. and Hartmann, E. (2019). Impact of IoT challenges and risks for SCM. Supply Chain Management: An International Journal. pp. 39-61.
•Caputo, A., Fiorentino, R. and Garzella, S. (2019). From the boundaries of management to the management of boundaries. Business Process Management Journal.pp. 391-413.
•DaimlerAG (2014). 'BMW and Daimler combine mobility services', available at: https://www.daimler.com/company/bmw-and-daimler.html
•D'Aveni, R. (2015). The 3-D revolution. Harvard Business Review, 93 (5): 40-48.
•Deken, F., H. Berends, G. Gemser and K. Lauche (2018). 'Strategizing and the initiation of interorganizational collaboration through prospective resourcing', Academy of Management Journal, 61, pp. 1920-1950
•Furr, N. and Dyer, J (2020) Lessons from Tesla’s approach to innovation. Harvard Business Review, available at: https://hbr.org/2020/02/lessons-from-teslas-approach-to-innovation
•IEA (2020) Electric Vehicles Initiative, available at: https://www.iea.org/programmes/electric-vehicles-initiative
•Jacobides, M. G., C. Cennamo and A. Gawer (2018). 'Towards a theory of ecosystems', Strategic Management Journal, 39, pp. 2255-2276.
•Kley, F., C. Lerch and D. Dallinger (2011). 'New business models for electric cars—A holistic approach', Energy policy, 39, pp. 3392-3403.
•McIntyre, D. P. and A. Srinivasan (2017). 'Networks, platforms, and strategy: Emerging views and next steps', Strategic Management Journal, 38, pp. 141-160
•Ritala, P. (2012). Coopetition strategy–when is it successful? Empirical evidence on innovation and market performance. British Journal of Management, 23(3), pp.307-324.
•Santos, F.M. and Eisenhardt, K.M. (2005). Organizational boundaries and theories of organization. Organization Science, 16(5), pp.491-508.
•Søgaard, B., Skipworth, H.D., Bourlakis, M., Mena, C. and Wilding, R (2019). Facing disruptive technologies: aligning purchasing maturity to contingencies. Supply Chain Management: An International Journal. pp. 147-169.
•Wilding, R. and Wagner, B. (2019). New Supply Chain Models: Disruptive Supply Chain Strategies for 2030 (Systematic Literature Reviews). Supply Chain Management: An International Journal , 24, 1.
下游产品创新与上游供应链影响
国际期刊《供应链管理》特刊征集论文
提交截止日期
提交截止日期：2020年11月30日
简介
本期特刊的重点是通过重点了解下游产品创新的根本转变如何影响供应链配置来提高知识（Birkel和Hartmann，2019）。通过颠覆性的技术趋势（机器人、物联网、3D和4D打印、自动驾驶系统、人工智能、生物和神经技术以及虚拟/增强现实），产品/服务概念正在发生根本性转变。此外，在汽车、医药产品、电信、计算机、医疗设备、能源、建筑、无人机和机器人等先进制造产品中，结合了“数字技术”，“可持续发展蓝图”和“多合作伙伴”创新正在导致对产品/服务架构及其支持供应链的深刻反思（Sogaard等，2019）。
虽然之前的工作集中在产品创新上，但未能解决整个产品生态系统变化对供应链的影响（Adner，2017；Jacobides等，2018）。根据Santos和Eisenhardt（2005）的观点，水平边界和生态系统由所服务的产品/市场的范围以及企业与公共组织和最终用户之间的协商来确定。同时，垂直边界是由每个代理所从事的活动范围来定义的，这些活动涉及在产业价值链中提供产品和服务。把垂直和水平的关系结合起来的工作尤其受欢迎。同样，研究探讨基础设施、物理/技术、人力资源和当地主要机构（即医院、大学、图书馆）在支持新形式产品创新方面所起的作用也是受欢迎的。
正如Caputo等人（2019）所指出的，当前需要将横向（产品创新、多伙伴联盟）和纵向（供应链）边界元素结合在一起的工作。例如，汽车行业目前正在进行跨组织创新，公共机构和私营企业之间也在进行创新（IEA，2020）。组织越来越多地参与组织间的战略制定（Deken等 2018）。例如，竞争对手戴姆勒（Daimler）和宝马（BMW）合并了他们的移动平台Car2Go和DriveNow，共同建立了一个集公共和私人交通于一体的联运服务枢纽ShareNow（戴姆勒，2014年）。除了经济上对创新的压力，企业现在也有了实现可持续性和低碳目标的外部诱因。智慧和弹性城市、绿色基础设施走廊和清洁空气政策等举措正在导致新的价值观、长期使用价值以及通常与衡量创新影响相关的市场交换价值衡量标准。例如，挪威等一些发达经济体早在2030年就面临着用电动汽车取代所有内燃机的压力（Kley等，2011）。此外，这些目标要求对供应链进行根本性的重新思考，因为供应链为城市物流（即人力和货运流动）以及运作所需的商品和服务提供了重要动脉。
企业之间的这种同时合作和竞争不仅是汽车行业的普遍做法（Ritala，2012）。同样，来自不同行业的公共和私营部门也以多伙伴倡议（MPI’s）的形式参与提供医疗器械、药品、航空航天、5G等网络物理基础设施。
虽然数字技术的出现推动了“流程”、“产品”和“服务”方面的创新（安德森，2013）。这就要求在日益复杂的多个合作伙伴网络中实现更高的可视性、一致性和集成性，以提供更好的“服务成果”和“客户体验”（D'Aveni，2015，McIntyre和Srinivasan，2017）。然而，很少有实证研究在企业和供应链两个层面评估组织间产品创新的实际商业价值。
特斯拉就是一个很好的例子。他们不仅生产电动汽车，而且还引入了一种新的硬件和软件架构（汽车组装的方式）。此外，该公司还在美国各地为其汽车建立了充电网络。特斯拉的供应链战略也考虑到其产品的单个组件水平。就电动汽车而言，尽管电池是由商品材料制成的，但由于其功率容量限制了大多数应用的性能，尤其是汽车，它们是整个系统性能的瓶颈（Fur和Der，2020）。
目的
Wagner教授和Wilding教授之前编辑的特刊探讨了颠覆性和激进创新的概念（新供应链模型：2030年破坏性供应链战略（第24卷第1期））。虽然该特刊的重点是文献和概念工作，但该特刊是纯粹的应用和实证基础，并寻求现在和未来的探索问题和发展知识。我们将鼓励发表各种论文，包括案例研究、民族志和更具创新性的实验方法。但前提是，实证论文是基于真实数据，而不是基于情景、模拟或推测。应鼓励创新的视觉数据收集方法、定性和定量创新、田野试验和设计思维等技术。作为多方法包的一部分提交调查更为恰当。因此，本特刊不接受文献计量学、文献综述或内容分析作品。此外，我们要强调的是，所有的贡献都必须是实证性的，特刊不包括概念、建模或仿真方法。
本期专刊的主要目的是整理和呈现产品创新领域及其与供应链管理的联系方面的最新研究成果。我们特别感兴趣的是调查在其体系结构和主导产品/服务逻辑中发生巨大变化的产品的实证研究。例如，当产品创新被服务主导的逻辑（如流动性）所取代，并导致对外包战略、在新产品开发中的供应商角色、项目管理、市场开发管理、供应商接口管理、公司间和内部关系、供应链网络结构、工艺流程和技术进行根本性的重新思考。
在本期特刊中，我们将特别关注产品创新的供应链管理流程，包括先进和高技术制造（即医疗器械、细胞组织）、分布式制造和本地生产。最后，我们要强调的是，在所有贡献中，供应链管理的理论和实践意义都应该呈现出来。
推荐主题
本期特刊讨论的主题包括但不限于以下内容：
•新理论发展，对产品生态系统创新对供应链管理的影响进行实证建模。
•审查产品创新、多伙伴倡议和气候变化导致对外包战略、供应商在新产品开发中的角色、项目管理、市场开发管理、供应商接口管理、公司间和内部关系、供应网络结构、工艺流程和技术的根本性重新思考，。
•评估供应链中的公司如何从激进和破坏性的产品创新中创造和获取商业价值。
•评估激进和破坏性创新对未来供应网络设计的促成因素和影响。
•在流程管理、设备、技术、系统、技能和态度方面，应对“产品生态系统”和“生态”的巨大变化，需要哪些新能力？
•评估企业致力于更好地实现新产品、新市场和新技术的机遇而正在进行的供应网络变革
•研究创新生态系统和制度理论方法，以理解供应链调整和创新。
•企业如何与政府当局、消费者、压力群和行业协会协调和协商其横向边界？这对供应链意味着什么？
•评估企业如何与过去没有或在传统供应链中没有的运营能力（即信息娱乐、软件、电池供应商）的新供应商打交道。
•创新资本如何成为供应链（即特斯拉）战略优势的来源？
提交程序
我们邀请作者在2020年11月30日或之前为本期特刊提交论文，主题是在新的政治和技术环境中重新配置业务流程。所有提交的材料必须是原创的，不得由其他出版物审核。
感兴趣的作者可以在期刊的页面上查阅期刊的稿件指南。
主编：
Professor Beverly Wagner
所有询问应提交至：
Gary Graham – (Lead Guest Editor)
E-mail: g.graham@leeds.ac.uk
所有投稿的稿件都要通过网上投稿系统发送。
参考文献
•Adner, R. (2017). 'Ecosystem as structure: an actionable construct for strategy', Journal of Management, 43, pp. 39-58.
•Anderson, C. (2013). Makers: The new industrial revolution. New York: Crown Business.
•Birkel, H.S. and Hartmann, E. (2019). Impact of IoT challenges and risks for SCM. Supply Chain Management: An International Journal. pp. 39-61.
•Caputo, A., Fiorentino, R. and Garzella, S. (2019). From the boundaries of management to the management of boundaries. Business Process Management Journal.pp. 391-413.
•DaimlerAG (2014). 'BMW and Daimler combine mobility services', available at: https://www.daimler.com/company/bmw-and-daimler.html
•D'Aveni, R. (2015). The 3-D revolution. Harvard Business Review, 93 (5): 40-48.
•Deken, F., H. Berends, G. Gemser and K. Lauche (2018). 'Strategizing and the initiation of interorganizational collaboration through prospective resourcing', Academy of Management Journal, 61, pp. 1920-1950
•Furr, N. and Dyer, J (2020) Lessons from Tesla’s approach to innovation. Harvard Business Review, available at: https://hbr.org/2020/02/lessons-from-teslas-approach-to-innovation
•IEA (2020) Electric Vehicles Initiative, available at: https://www.iea.org/programmes/electric-vehicles-initiative
•Jacobides, M. G., C. Cennamo and A. Gawer (2018). 'Towards a theory of ecosystems', Strategic Management Journal, 39, pp. 2255-2276.
•Kley, F., C. Lerch and D. Dallinger (2011). 'New business models for electric cars—A holistic approach', Energy policy, 39, pp. 3392-3403.
•McIntyre, D. P. and A. Srinivasan (2017). 'Networks, platforms, and strategy: Emerging views and next steps', Strategic Management Journal, 38, pp. 141-160
•Ritala, P. (2012). Coopetition strategy–when is it successful? Empirical evidence on innovation and market performance. British Journal of Management, 23(3), pp.307-324.
•Santos, F.M. and Eisenhardt, K.M. (2005). Organizational boundaries and theories of organization. Organization Science, 16(5), pp.491-508.
•Søgaard, B., Skipworth, H.D., Bourlakis, M., Mena, C. and Wilding, R (2019). Facing disruptive technologies: aligning purchasing maturity to contingencies. Supply Chain Management: An International Journal. pp. 147-169.
•Wilding, R. and Wagner, B. (2019). New Supply Chain Models: Disruptive Supply Chain Strategies for 2030 (Systematic Literature Reviews). Supply Chain Management: An International Journal , 24, 1.