Impacts of Supply Chain Management Practices on the Commercialization of Open Innovation in a Large Company

Abstract

This thesis examines the impacts of supply chain management practices on the commercialization of open innovation in a large company. The empirical data of the thesis is collected by nine semi-structured interviews with managers from both supply chain management and technical departments in a large mining company. Six dimensions of supply chain management practices are used to investigate their impacts on the commercialization stage, including strategic supplier partnerships, customer relationships, information sharing level, information sharing quality, lean practices, and postponement. First, the practices of supply chain management and its six dimensions as well as commercialization in a large company is exhibited. In this step, the challenges of commercialization are emphasized. Second, the negative impacts of the six dimensions are described. Third, the positive impacts of the six dimensions are presented. The thesis’ findings theoretically contribute to literature of both supply chain management and open innovation regarding the connection and interaction between the two concepts. Managerial implications present possible practical application for large companies in supply chain management and open innovation management. In general, the thesis provides insights into how supply chain management practices via six different dimensions can be deployed to hinder and foster the commercialization of open innovation.