Measuring industry clockspeed in the systemic industry context

Technovation ◽  
2011 ◽  
Vol 31 (12) ◽  
pp. 627-637 ◽  
Author(s):  
Ozgur Dedehayir ◽  
Saku J. Mäkinen
Keyword(s):  
Industry Clockspeed

New-Product Strategy and Industry Clockspeed

2004 ◽  
Vol 50 (4) ◽  
pp. 537-549 ◽  
Author(s):  
Gilvan C. Souza ◽  
Barry L. Bayus ◽  
Harvey M. Wagner
Keyword(s):  
New Product ◽  
Product Strategy ◽  
Industry Clockspeed

THE EFFECT OF INDUSTRY CLOCKSPEED ON MAKE-BUY DECISIONS IN THE FACE OF RADICAL INNOVATIONS: AN EMPIRICAL TEST

2004 ◽  
Vol 08 (04) ◽  
pp. 431-454 ◽  
Author(s):  
ROBERT K. PERRONS ◽  
MATTHEW G. RICHARDS ◽  
KEN PLATTS
Keyword(s):  
Business Strategy ◽  
Management Practices ◽  
New Technologies ◽  
Empirical Test ◽  
Radical Innovation ◽  
Strategy Research ◽  
Radical Innovations ◽  
The Face ◽  
The Uk ◽  
Industry Clockspeed

Evidence from management and business strategy research is divided over whether or not a firm should outsource the components and processes underpinning a new and potentially radical innovation. This investigation introduces ideas and evidence from the areas of supplier relations and industry clockspeed, and attempts to reconcile conflicting conclusions from earlier research by using a survey to measure supply chain management practices from a broad range of manufacturers in the UK. The results show that an industry's clockspeed has no significant bearing on the success or failure of any particular make-buy strategy for a radical innovation. The findings also indicate that maintaining strong ties with suppliers yields no significant long-term benefit for firms contending with radical new technologies.

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