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Article
Publication date: 22 June 2012

Keah‐Choon Tan and James Cross

The purpose of this paper is to investigate which firm‐level antecedent – resource‐based capability or inter‐organizational coordination – contributes to a firm's supply…

1362

Abstract

Purpose

The purpose of this paper is to investigate which firm‐level antecedent – resource‐based capability or inter‐organizational coordination – contributes to a firm's supply chain management (SCM) focus.

Design/methodology/approach

A conceptual framework of antecedents of SCM focus and several research hypotheses posit that for a thorough understanding of the behavior of an organization in the supply chain, it is necessary to consider two sets of antecedents simultaneously. Hypotheses are tested using confirmatory factor analysis and multiple linear regression on a set of survey data collected in the USA, Europe and New Zealand.

Findings

The analysis of survey data validates the major premise that inter‐organizational coordination plays an important role in explaining the SCM focus of a firm. Research results validate the positive relationships between the proposed antecedents and a firm's SCM focus.

Research limitations/implications

Although the research design incorporates extensive literature reviews, it does not capture every aspect of complex inter‐organizational coordination. Future efforts should establish a valid, reliable instrument to measure the underlying constructs.

Practical implications

This study shows that a firm possesses inimitable internal resource‐based capabilities and external coordination mechanisms that are unique to each firm. Each of the resource‐based capabilities helps to integrate the various internal functional areas within an organization to increase efficiency and reduce waste. The external coordination mechanisms help a firm to link its processes seamlessly with upstream and downstream supply chain members. The paper also shows that product innovation is the only resourced‐based capability that predicts SCM focus when inter‐organizational coordination mechanisms are considered.

Originality/value

The paper contributes to the extant literature by integrating the traditional resource‐based view of a firm with inter‐organizational coordination to examine crucial factors that precede a firm's SCM focus. Both perspectives have considerable merit, so for a thorough understanding of a firm's SCM focus, it is necessary to consider these factors simultaneously.

Article
Publication date: 7 September 2015

Rita Lavikka, Riitta Smeds and Miia Jaatinen

The purpose of this paper is to discover a three-step process for building contextual ambidexterity into inter-organizational IT-enabled service processes through…

1326

Abstract

Purpose

The purpose of this paper is to discover a three-step process for building contextual ambidexterity into inter-organizational IT-enabled service processes through developmental interventions.

Design/methodology/approach

A longitudinal action research project was conducted. The empirical study consisted of three consecutive developmental interventions to support the collaborative development effort of an IT company and its customer network to efficiently serve their present and future customers. The data consists of process modeling and simulation workshop discussions, interviews, observation, and archival data. The development effort was studied for over a year.

Findings

The study shows that the three developmental interventions acted as a process for balancing the exploration-exploitation tension in inter-organizational service processes. The sequential interventions facilitated the studied organizations in crossing the inter-organizational knowledge boundaries and creating shared domain knowledge, creating common understanding of the collaborative IT-enabled service processes, and co-developing the coordination mechanisms that are essential for the continuous exploration and exploitation of the new ideas in the future collaborative service processes. These three steps built capacity for the inter-organizational management system to achieve synergies between goals, resources, and activities in the inter-organizational collaboration.

Originality/value

The study contributes to the understanding on the process of building inter-organizational ambidexterity. The study presents a three-step process for building inter-organizational contextual ambidexterity into the IT-enabled service processes through developmental interventions. Research on inter-organizational contextual ambidexterity is combined with research on coordination and knowledge management.

Details

Business Process Management Journal, vol. 21 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 21 November 2016

Mario Pezzillo Iacono, Vincenza Esposito, Lorenzo Mercurio and Marcello Martinez

The aim of this paper is to interpret the concept of a business model from the pattern of coordination mechanisms used by an Italian wine cooperative to manage its…

358

Abstract

Purpose

The aim of this paper is to interpret the concept of a business model from the pattern of coordination mechanisms used by an Italian wine cooperative to manage its inter-organizational relationships.

Design/methodology/approach

The business model is taken as the structure and governance of the relationships between the focal firm and its exchange partners. The empirical analysis is based on a qualitative investigation, analyzing material collected at the Farming Cooperative Gran Cru.

Findings

Several different coordination mechanisms were used to rethink the firm customer value proposition, showing a very complex and dynamic inter-organizational system: process control mechanisms, knowledge suppliers and clan control mechanisms. The combination of mechanisms enables the firm to govern the extreme complexity of external complementarities and interdependence among activities and resources.

Practical implications

The study is particularly helpful to managers because wine entrepreneurs and managers can influence their networks’ features and strategies, as well as the mechanisms for governance of the relationships and extracting customer value.

Originality/value

The study seeks to enrich the debate on the strategy/structure fit by shifting the focus from the organizational to inter-organizational level of analysis. The analysis centers on boundary-spanning relationships between one wine firm and its partners and knowledge suppliers. This perspective brings business model analysis and inter-organizational design closer because variables of the business model – such as customer value – can be seen as combinations of inter-organizational coordination mechanisms.

Details

Measuring Business Excellence, vol. 20 no. 4
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 30 December 2019

Yujuan Zheng, Shan Liu, Wei Huang (Wayne) and James Jiunn-Yih Jiang

The purpose of this paper is to formulate and test a theoretical model to explain inter-organizational cooperation behaviors among suppliers in automotive new product…

Abstract

Purpose

The purpose of this paper is to formulate and test a theoretical model to explain inter-organizational cooperation behaviors among suppliers in automotive new product development (NPD) projects. This study aims to investigate the effects of cost and benefit factors on trust and inter-organizational cooperative behaviors among suppliers in automotive NPD projects from the perspective of social exchange theory (SET).

Design/methodology/approach

The structural equation modeling method is applied to test the proposed model, which is based on the analysis of survey data from 272 product managers of automotive part suppliers.

Findings

Knowledge sharing and coordination effort influence inter-organizational cooperation indirectly through trust. Specially, trust is negatively influenced by coordination effort but positively affected by knowledge sharing. Requirement uncertainty moderates the relationship between cost–benefit factors and trust differently. Specifically, requirement uncertainty increases the negative influence of coordination effort on trust but also strengthens the positive effect of knowledge sharing on trust.

Originality/value

This study provides a relatively comprehensive cost–benefit framework for further understanding the formation mechanism of inter-organizational cooperation among suppliers. It also contributes to SET by incorporating the contextual factor to explain the moderating effect of requirement uncertainty on the relationships between cost–benefit factors and trust in the context of automotive NPD projects.

Details

Industrial Management & Data Systems, vol. 120 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

Book part
Publication date: 4 October 2019

Katharina Cepa and Henri Schildt

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data…

Abstract

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

Details

Managing Inter-organizational Collaborations: Process Views
Type: Book
ISBN: 978-1-78756-592-0

Keywords

Article
Publication date: 9 March 2015

Rita Henriikka Lavikka, Riitta Smeds and Miia Jaatinen

– The paper aims to compare the coordination of supply chain networks in contractually different complex construction projects.

1909

Abstract

Purpose

The paper aims to compare the coordination of supply chain networks in contractually different complex construction projects.

Design/methodology/approach

A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multi-party contract between the parties. The projects were located in the USA. Data were collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews.

Findings

The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multi-party contract, the dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: organizational design, processes for collaborative work and integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as co-located working, collaborative decision-making in inter-organizational meetings, a liaison role and shared project goals were needed throughout the projects.

Practical implications

If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project.

Originality/value

The paper provides an understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.

Details

Supply Chain Management: An International Journal, vol. 20 no. 2
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 18 December 2020

Jas Kalra, Michael Lewis and Jens K. Roehrich

This paper aims to investigate governance in service triads, specifically studying significant steering and connecting coordination failures, to reveal typically hidden…

Abstract

Purpose

This paper aims to investigate governance in service triads, specifically studying significant steering and connecting coordination failures, to reveal typically hidden characteristics and consequences.

Design/methodology/approach

This study focuses on coordination functions and activities between a buyer (a government department), a customer (a military service) and two service providers. Rich data on these normally confidential service ties are drawn from an official report into the causes of a fatal accident involving a UK reconnaissance aircraft and specifically from the evidence presented regarding the earlier development of its complex safety case. The authors also analysed a range of additional secondary data sources.

Findings

The authors examine the sources, drivers and manifestation of coordination failures. The authors uncover a series of coordination failures driven from the bridge position, revealing that while bounded rationality and opportunism influenced steering coordination failures, connecting coordination failures were associated with knowledge asymmetry, dyadic inertia and unethical practices.

Practical implications

Organisations and governments delivering complex projects and knowledge-intensive professional services should guard against outsourcing the “coordination” activity to a third party, thereby relinquishing the bridge position. Handing over the bridge position to an integrator would leave the client vulnerable to coordination dysfunctions such as bounded rationality, opportunism, knowledge asymmetry, dyadic inertia and unethical practices.

Originality/value

The study links the previously separate research streams of service triads and inter-organizational coordination. While extant research pays attention to mainly positive control functions, this study focuses on all three actors in two (failed) service triads – and highlights the impact of coordination activities and failures.

Article
Publication date: 18 May 2012

Jayanth Jayaram, Sanjay Ahire, Mariana Nicolae and Cigdem Ataseven

The purpose of this paper is to verify whether product orientation (make‐to‐order versus make‐to‐stock) affects how coordination mechanisms combine to influence quality…

1449

Abstract

Purpose

The purpose of this paper is to verify whether product orientation (make‐to‐order versus make‐to‐stock) affects how coordination mechanisms combine to influence quality performance in total quality management (TQM).

Design/methodology/approach

The authors used survey response data from a large sample of single industry respondents (auto supplier industry) to test the research model.

Findings

The study found support for the idea that organizational and inter‐organizational coordination mechanisms influence product and process quality performance. Moreover, significance of many of these linkages varied according to whether the product orientation was make‐to‐order or make‐to‐stock. The study is one of the first to suggest that the influence of select coordination factors on performance can vary according to product orientation.

Research limitations/implications

The study suggests that plant managers may pursue different approaches to implement select coordination factors (not all) according to whether their product focus is make‐to‐stock or make‐to‐order.

Practical implications

The research isolates those select coordination mechanisms which have significantly different performance effects in one product orientation environment (make‐to‐order) versus another (make‐to‐stock). Managers interested in TQM implementation can gain insights into those select coordination mechanisms identified in this study that could positively enhance product quality and process quality performance.

Originality/value

To the knowledge of the authors, this is the first study that has examined the contextual influence of product orientation on the relationships between select coordination mechanisms in TQM implementation and their impact on process and product quality.

Details

International Journal of Quality & Reliability Management, vol. 29 no. 5
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 4 December 2018

Yogi Yusuf Wibisono, Rajesri Govindaraju, Dradjad Irianto and Iman Sudirman

The purpose of this paper is to develop and to empirically test a model that explains how managing differences between an information technology (IT) provider and an…

Abstract

Purpose

The purpose of this paper is to develop and to empirically test a model that explains how managing differences between an information technology (IT) provider and an overseas client influences partnership quality and ultimately affects the continuity of the relationship.

Design/methodology/approach

A field survey by distributing questionnaires to Indonesian IT providers was conducted over four months, yielding 78 completed responses. These empirical data were analyzed by the partial least squares–structural equation modeling technique to examine the measurement and structural models.

Findings

Managing differences, i.e. cultural, temporal and standards differences, has a positive impact on partnership quality through inter-firm interaction, i.e. information exchange, coordination and participation. Partnership quality, consisting of the dimensions of commitment, trust and integration, has a substantial positive impact on the continuity of the relationship.

Research limitations/implications

This study was limited by the use of a limited number of samples, reducing the precision of the results.

Practical implications

This study suggests that if the IT provider is able to manage the cultural, temporal and standards differences with the overseas client, it increases information exchange, coordination and participation between both parties, which are necessary for establishing a high-quality partnership.

Originality/value

This study is the first empirical examination of how the management of differences between an IT provider and an overseas client influences the continuity of their relationship through interaction and partnership quality.

Details

International Journal of Managing Projects in Business, vol. 12 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 18 September 2009

Yunsook Hong, John N. Pearson and Amelia S. Carr

The purpose of this paper is to explore a manufacturer's strategy to coordinate efforts of multiple suppliers' involvement in the product development process. The paper…

2346

Abstract

Purpose

The purpose of this paper is to explore a manufacturer's strategy to coordinate efforts of multiple suppliers' involvement in the product development process. The paper also proposes critical factors in determining the appropriate coordination strategy.

Design/methodology/approach

Based on the synthesis of the literature and relevant theories, a typology of coordination strategies is developed. Propositions are developed pertaining to the performance implications of the coordination strategies and the key determinants of the effectiveness of the coordination strategies.

Findings

Four ideal types of coordination strategies are: centralized‐programming, centralized‐feedback, decentralized‐programming, and decentralized‐feedback. Prior research and recently reported industry examples indicate that a manufacturer's coordination with multiple suppliers varies in terms of the information‐processing structure and the locus of control. The effectiveness of a manufacturer's coordination strategies is influenced by the extent of component modularity, product complexity, technology uncertainty, and the technical capability of suppliers.

Practical implications

The four coordination strategies involve trade‐offs on certain performance dimensions. Decentralized‐programming promotes process efficiency, while centralized‐feedback facilitates problem solving. Centralized‐programming favors integrative product design, while decentralized‐feedback favors innovation from supplier's technical expertise.

Originality/value

While research on supplier involvement in product development has primarily focused on a single supplier's integration in the process, this paper extends understanding of multi‐organizational coordination by applying information‐processing decision‐making theories to the product development context.

Details

International Journal of Operations & Production Management, vol. 29 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

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