While the number and importance of joint innovation projects between suppliers and their customers continue to rise, the literature has yet to resolve a key question—do embedded ties with customers help or hurt supplier innovation? Drawing on both the tie strength and knowledge literatures, we theorize that embedded ties interact with supplier and customer innovation knowledge to influence supplier innovation. In a sample of 157 Dutch business-to-business innovation relationships, we observe that embedded ties weaken how much suppliers benefit from customer innovation knowledge due to worries about customer opportunism (the dark side of embedded ties). However, we uncover three moderating relationship and governance features that allow suppliers to overcome these dark-side effects and even increase innovation (the bright side of embedded ties). Finally, although we predicted a bright-side effect, we find that embedded ties neither help nor hurt the supplier to leverage its own innovation knowledge in the relationship.

Additional Metadata
Keywords bright side, business-to-business partnerships, co-creation, dark side, embedded ties, innovation, knowledge
JEL Statistical Decision Theory; Operations Research (jel C44), Business Administration and Business Economics; Marketing; Accounting (jel M), Marketing (jel M31)
Publisher Erasmus Research Institute of Management
Persistent URL hdl.handle.net/1765/22813
Series ERIM Report Series Research in Management
Journal ERIM report series research in management Erasmus Research Institute of Management
Noordhoff, C.S, Kyriakopoulos, K, Moorman, C, Pauwels, P, & Dellaert, B.G.C. (2011). The Bright Side and Dark Side of Embedded Ties In Business-to-Business Innovation (No. ERS-2011-008-MKT). ERIM report series research in management Erasmus Research Institute of Management. Erasmus Research Institute of Management. Retrieved from http://hdl.handle.net/1765/22813