Causal and exploratory associations between manufacturing outsourcing and innovation performance in the UK furniture industry

Jeffrey Readman

Research output: ThesisDoctoral ThesisResearch

Abstract

While the cost advantages associated with outsourcing are accepted, the impact that outsourcing may have on innovation performance is ambiguous. One perspective suggests that firms outsourcing low value-adding activities will achieve higher innovation performance (that is, better designed or more technologically advanced products or more substantive process improvements) than firms that perform these activities in-house. Another view holds that firms that outsource high value-adding activities may have lower innovation performance than those firms that perform these activities in-house. While these two positions are not contradictory, neither are they complimentary. Moreover, superior innovation performance can be achieved through the effective use of innovation, or dynamic, capabilities.
Original languageEnglish
QualificationDoctor of Philosophy
Awarding Institution
  • University of Brighton
Publication statusPublished - Feb 2014

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Manufacturing
Furniture industry
Outsourcing
Innovation performance
Dynamic capabilities
Process improvement
Costs
Innovation capability

Bibliographical note

Copyright © and Moral Rights for this thesis are retained by the author and/or other copyright owners.

Cite this

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title = "Causal and exploratory associations between manufacturing outsourcing and innovation performance in the UK furniture industry",
abstract = "While the cost advantages associated with outsourcing are accepted, the impact that outsourcing may have on innovation performance is ambiguous. One perspective suggests that firms outsourcing low value-adding activities will achieve higher innovation performance (that is, better designed or more technologically advanced products or more substantive process improvements) than firms that perform these activities in-house. Another view holds that firms that outsource high value-adding activities may have lower innovation performance than those firms that perform these activities in-house. While these two positions are not contradictory, neither are they complimentary. Moreover, superior innovation performance can be achieved through the effective use of innovation, or dynamic, capabilities.",
author = "Jeffrey Readman",
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year = "2014",
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Causal and exploratory associations between manufacturing outsourcing and innovation performance in the UK furniture industry. / Readman, Jeffrey.

2014. 251 p.

Research output: ThesisDoctoral ThesisResearch

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N1 - Copyright © and Moral Rights for this thesis are retained by the author and/or other copyright owners.

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Y1 - 2014/2

N2 - While the cost advantages associated with outsourcing are accepted, the impact that outsourcing may have on innovation performance is ambiguous. One perspective suggests that firms outsourcing low value-adding activities will achieve higher innovation performance (that is, better designed or more technologically advanced products or more substantive process improvements) than firms that perform these activities in-house. Another view holds that firms that outsource high value-adding activities may have lower innovation performance than those firms that perform these activities in-house. While these two positions are not contradictory, neither are they complimentary. Moreover, superior innovation performance can be achieved through the effective use of innovation, or dynamic, capabilities.

AB - While the cost advantages associated with outsourcing are accepted, the impact that outsourcing may have on innovation performance is ambiguous. One perspective suggests that firms outsourcing low value-adding activities will achieve higher innovation performance (that is, better designed or more technologically advanced products or more substantive process improvements) than firms that perform these activities in-house. Another view holds that firms that outsource high value-adding activities may have lower innovation performance than those firms that perform these activities in-house. While these two positions are not contradictory, neither are they complimentary. Moreover, superior innovation performance can be achieved through the effective use of innovation, or dynamic, capabilities.

M3 - Doctoral Thesis

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