Achieving global supply‐chain competitiveness: Evidence from the Chinese auto component sectors
Abstract
Purpose
The purpose of this paper is to explore the role of learning, trust, and innovation in the auto‐component industry in China. The paper traces the shifting parameters of achieving global competitiveness.
Design/methodology/approach
Research was conducted with 82 auto‐component manufacturing companies from the Yangtze River Delta region of China. Empirical studies relating to the level of trust in supply and level of learning orientation were conducted based on a conceptual model and a four‐part hypothesis.
Findings
The key findings of the research strengthens the argument that the auto‐component manufacturing sector has been noticeably moving away from the old “contract” and “catalogue” mindset to a mindset of “collaborative innovation.”
Practical implications
The paper has a significant practical implication not only for the auto‐component sector, but also for other industries where collaboration and trust are critical.
Originality/value
The authors have developed a number of implications from the findings of this research. It is becoming increasingly important to build a trusting network with designers and manufacturers in order to add value to dramatically shifting industry features.
Keywords
Citation
Song, H. and Ranjan Chatterjee, S. (2010), "Achieving global supply‐chain competitiveness: Evidence from the Chinese auto component sectors", Chinese Management Studies, Vol. 4 No. 2, pp. 101-118. https://doi.org/10.1108/17506141011053041
Publisher
:Emerald Group Publishing Limited
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