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1 – 10 of over 8000Jianru Zhang, Ju'e Guo, James Jiang, Xiaosong Wu and Randi Jiang
This study aims to validate whether enhancing interorganizational task interdependence among tier 2 suppliers can act as an effective approach for the tier 1 supplier to enhance…
Abstract
Purpose
This study aims to validate whether enhancing interorganizational task interdependence among tier 2 suppliers can act as an effective approach for the tier 1 supplier to enhance collaborations among these suppliers in the buyer-tier 1 supplier-tier 2 supplier triadic new product development (NPD) project when buyer's requirements are unstable.
Design/methodology/approach
Based on social interdependence theory, a model linking interorganizational task interdependence to interorganizational collaboration and NPD product performance is built. The authors conducted a survey study to collect data from 169 automotive tier 1 suppliers and performed regression analysis to empirically test the hypotheses.
Findings
The test results suggest that interorganizational task interdependence among tier 2 suppliers can promote interorganizational promotion-oriented information sharing and interorganizational joint decision making among these suppliers. These improvements can ultimately improve supplier’s NPD product performance. However, the buyer’s requirements uncertainty can reduce the positive effects of such an interdependence arrangement.
Originality/value
This study provides new insights into the role of a tier 1 supplier to enhance the collaboration among tier 2 suppliers in the limited condition of this relationship while providing an alternative explanation regarding contradictory ideas about task interdependence among suppliers.
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Lei Chi and Clyde W. Holsapple
To develop a process model of interorganizational systems (IOS) collaboration and systematic framework for understanding and classifying IOS technologies for interorganizational…
Abstract
Purpose
To develop a process model of interorganizational systems (IOS) collaboration and systematic framework for understanding and classifying IOS technologies for interorganizational collaboration.
Design/methodology/approach
This paper synthesizes relevant concepts and findings in the IOS, economics, and management literature. It also presents empirical examples to illustrate key issues, practices, and solutions involved in IOS collaboration.
Findings
An integrative model of IOS collaboration is introduced and knowledge sharing, participative decision making, and conflict governance identified as three behavioral process elements underlying effective interorganizational collaboration. Extending Kumar and van Dissel's IOS framework to directly recognize these elements, a more complete collaboration‐oriented framework for characterizing key elements of interorganizational collaboration and classifying IOS technologies is developed.
Research limitations/implications
This paper brings together diverse ideas into a systematic view of collaboration via interorganizational systems. It contributes to a deeper, fuller understanding of issues involved in achieving collaborative advantage with IOS technologies. The paper also identifies factors and relationships that researchers should consider in designing empirical studies, posing hypotheses about collaboration via IOS, and analyzing results.
Practical implications
The model and framework can serve as a check‐list of considerations that need to be dealt with by leaders of collaboration‐oriented IOS initiatives. The IOS framework and technology classification may also suggest ways in which IT vendors might provide better technological solutions, services, and software for interorganizational collaboration.
Originality/value
This new IOS collaboration model and framework provide more complete and useful guidance for researchers, educators, and practitioners.
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Jiangang Wang and Fanghong Liu
This study aims to examine the effects of formal and informal institutional factors (i.e. marketization and guanxi culture) on interorganizational conflicts (IOCs) and their…
Abstract
Purpose
This study aims to examine the effects of formal and informal institutional factors (i.e. marketization and guanxi culture) on interorganizational conflicts (IOCs) and their interaction effects.
Design/methodology/approach
Drawing on IOC literature and an institution-based view, the authors use a sample of 12,022 Chinese firms from the World Bank’s Investment Climate Survey. A zero-inflated negative binomial regression was used to analyze the data.
Findings
The results suggest that guanxi culture has U-shaped effects, but marketization does not negatively affect IOCs. Furthermore, a low level of marketization weakens the U-shaped effect of guanxi culture on IOCs. A moderate level of guanxi culture can enable marketization to reduce IOCs.
Practical implications
This study provides a better understanding of the management of IOCs. Managers should fully understand the differential effects of the institutional environment in different regions and their interactions by adopting different response strategies.
Originality/value
This study enriches the literature on IOCs’ antecedents and contextual factors by examining the institutions’ direct and interaction effects on IOCs.
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Kishore Gopalakrishna Pillai, Piyush Sharma, Joep Cornelissen, Yumeng Zhang and Smitha R. Nair
This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of…
Abstract
Purpose
This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of boundary spanners’ social psychological processes that may trigger the dark side effects.
Design/methodology/approach
Multple mechanisms are developed through three social psychological theories, namely, social identity theory, system justification theory and social learning theory.
Findings
Boundary spanners’ social psychological processes can trigger the dark side of interorganizational relationships via mechanisms such as excessive cooperation, reification, system justification and path dependence in learning.
Practical implications
This paper concludes with a discussion that offers a new perspective on research on dark side effects and the managerial implications of the present analysis.
Originality/value
This paper contributes to the current literature by extending the interpersonal social psychological processes that could explain the dark side of interorganizational relationships. This paper is a step forward to answer the calls for multilevel considerations of the dark side effects and inspire future research on the role of social psychological processes in dark side effects.
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Jane Cote and Claire K. Latham
Non-traditional performance indicators have gained broad acceptance in recent years. We continue this discussion and contribute to the knowledge base by employing trust and…
Abstract
Non-traditional performance indicators have gained broad acceptance in recent years. We continue this discussion and contribute to the knowledge base by employing trust and commitment as two critical intangibles existing between organizations that directly and indirectly influence performance metrics. Each interorganizational contact creates a transactional history that influences cumulative perceptions of trust, that then guide outcome behavior. Using an interdisciplinary foundation, we test a causal model where formal and informal interorganizational relationship structures impact trust and commitment, which then stimulates performance outcomes. The healthcare industry provides the field context where we empirically test our model. A survey was administered to physician practice professionals to measure the theoretical dimensions of the dyad's relationship structure, including antecedents to the mediating variables, trust and commitment, and the resulting outcome constructs. Results demonstrate that relationship dynamics are vital drivers of tangible outcomes. Trust and commitment emerge as variables to be explicitly managed to improve performance.
Yanjun Qin and Jun Wang
Based on commitment system theory and commitment-trust theory, this study aims to reveal the effects of participating teams’ multiple commitments (i.e. synergistic commitments and…
Abstract
Purpose
Based on commitment system theory and commitment-trust theory, this study aims to reveal the effects of participating teams’ multiple commitments (i.e. synergistic commitments and conflicting commitments) on the performance of open innovation projects through the mediating role of trusted knowledge interaction and vigilant knowledge interaction.
Design/methodology/approach
Primary survey data collected from 242 respondents of 47 open innovation projects in the manufacturing industry was used to test eight hypotheses. Correlations between multiple commitments, knowledge interaction and the performance of open innovation projects were investigated.
Findings
The findings reveal that synergistic commitments improve the performance of open innovation projects through enhancing trusted knowledge interaction. Synergistic commitments reduce the level of vigilant knowledge interaction, and the performance of open innovation projects follows an inverted U-shaped relationship with vigilant knowledge interaction. Conflicting commitments negatively moderate the effect of synergistic commitments on trusted knowledge interaction and vigilant knowledge interaction.
Originality/value
The authors extend commitment system theory and commitment-trust theory to open innovation project field. The findings bridge the gaps in isolated and static focus in previous commitment literatures and innovation management literatures, and provide practical guidance for how to better manage the dynamic combination of multiple commitments and knowledge interaction among participating teams in open innovation projects.
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Maud Dampérat and Alain Jolibert
The purpose of this paper is to focus on building and testing a model of buyer‐seller relationships from a dialectical perspective. It aims to provide both academics and managers…
Abstract
Purpose
The purpose of this paper is to focus on building and testing a model of buyer‐seller relationships from a dialectical perspective. It aims to provide both academics and managers with a better understanding of the relationships among the key relational variables in business settings. The model distinguishes four levels of social complexity (individual, interaction, relationship, and intergroup level) and includes the key relational variable for each level.
Design/methodology/approach
Data were collected from 151 French professional buyers. Exploratory and confirmatory factor analysis was used to test the validity of the measures. The hypotheses were tested using structural equation modeling. The empirical test includes linear, non‐linear, moderating, and mediating effects testing.
Research limitations/implications
The limitations of the study relate to the sample of respondents and the measurement scales. More precisely, the sample is based on a unique company's customer data file and a single informant source. Results confirm the hypothesized model and its four‐level structure.
Practical implications
This study demonstrates that buyer relational orientation as well as seller expertise influence the course of business relationships. Although the necessity to train salespeople is obvious, the importance of training buyers is not as well documented. This study shows that they both need to be trained to manage business relationships appropriately.
Originality/value
This research examines the relationships among the key relational variables within a framework of four successive levels of explanation. It provides an alternative approach to studying business relationships.
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B2B business is very much about relationships, and solution-oriented business may further underline this. But relations could look very different and the interface between buyer…
Abstract
B2B business is very much about relationships, and solution-oriented business may further underline this. But relations could look very different and the interface between buyer and seller could also vary a lot and be more or less fit for purpose.
In this chapter, we point at possibilities to be more methodical about the ways in which the interfaces are organized. In longer-term business, this seems to be a core factor in order for the two or more parties involved how to get the best value of their relation. We discuss interaction patterns and what seem to be the most important factors influencing the success or failure.
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Yu Wang, Hongyi Sun, Tao Jia and Jinliang Chen
This study is based on knowledge-based view to examine the relationships among buyer–supplier interaction, ambidextrous innovation and business performance. It includes…
Abstract
Purpose
This study is based on knowledge-based view to examine the relationships among buyer–supplier interaction, ambidextrous innovation and business performance. It includes competitive intensity and dysfunctional competition to clarify boundary conditions.
Design/methodology/approach
The ordinary least squares regression was conducted to test hypotheses. The survey data were collected from 182 Hong Kong manufacturing firms.
Findings
Buyer–supplier interaction facilitates ambidextrous innovation, namely exploitative innovation and exploratory innovation. In turn, exploitative innovation enhances business performance, whereas exploratory innovation has no influence on business performance. Competitive intensity strengthens while dysfunctional competition weakens the impact of buyer–supplier interaction on ambidextrous innovation.
Research limitations/implications
This study is based on the knowing processes of knowledge-based view. It contends that business performance is derived from ambidextrous innovation, which depends on the utilization of acquired supplier knowledge and the influence of external competitive environment. The test of relationships is constrained by the single-source and cross-sectional data.
Practical implications
Firms should engage in buyer–supplier interaction to acquire and utilize supplier knowledge. Meanwhile, they should monitor competitive environment to seize opportunities and avoid threats.
Originality/value
This study builds a holistic framework for buyer–supplier interaction, which reconciles the mixed arguments by distinguishing its effects on ambidextrous innovation, and by clarifying boundary conditions in terms of competitive intensity and dysfunctional competition.
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Mohammad Daneshvar Kakhki, Alan Rea and Mehdi Deiranlou
This study aims to analyze the mediating role of data analytics management capability (DAMC) in the relationship between supply chain integration (SCI) and supply chain agility…
Abstract
Purpose
This study aims to analyze the mediating role of data analytics management capability (DAMC) in the relationship between supply chain integration (SCI) and supply chain agility, adaptability and alignment (Triple-A). It also studies the role of Triple-A supply chains in performance improvement. We develop and present a model based on our proposition and informed by the dynamic capabilities perspective.
Design/methodology/approach
The authors employ meta-analytic structural equation modeling to test the proposed model by analyzing reported statistics of 117 published studies.
Findings
This study’s results describe why some prior research findings are contradictory. For example, researchers have posited mixed findings on the impact of SCI on agility. The results show that SCI and agility do not have a significant direct association, and DAMC mediates their indirect relationship.
Originality/value
The impact of SCI on performance is debatable. SCI permits access to shared resources for competitive advantage; conversely, SCI-induced rigidity may reduce supply chain agility and adaptability. Informed by dynamic capabilities theory, the authors demonstrate that DAMC positively mediates the impact of SCI on performance.
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