In recent work of Quinn (1999), who is concerned far less with theory than Barney, a similar trend is visible. Quinn (1999) says that links to outside knowledge sources that are able to assemble diverse expertise greatly affect the timing and amplitude of innovations. He further adds that sophisticated outsourcing supported by new electronic communications, modelling, and monitoring techniques enables companies to reduce innovation cycle times and costs by 60 percent to 90 percent and decrease investments and risks by equal amounts. Quinn also suggests that top management ought to get involved in such outsourcing decisions given their importance. This effectively implies that purchasing decisions enter the board room, yet another sign of the strategic importance of these decisions. It can be concluded that recent additions to the RBV, both conceptually and practically, have stressed the importance of managing relations with outside parties, like suppliers, for obtaining SCA. Again, this is an indication of the strategic importance of purchasing management activities.