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Article
Publication date: 21 September 2020

Jose Novais Santos and Joao Mota

Several studies have focussed on new ventures and the development of their first business relationships. However, the understanding of the value functions and involvement…

Abstract

Purpose

Several studies have focussed on new ventures and the development of their first business relationships. However, the understanding of the value functions and involvement in those relationships remain inadequate. The purpose of this paper is to explore the relating process of a new venture by combining the value function framework and the notion of the degrees of involvement in business relationships.

Design/methodology/approach

The authors rely on two exploratory longitudinal case studies that focus on two start-ups. In both cases, the evolution of initial relationships with suppliers and customers over a period of time are studied.

Findings

The process of relating can occur through a diversity of business relationships manifested in both their value functions and their degree of involvement. The combination of value functions is not stable over time nor is the degree of involvement in business relationships. Moreover, specific interdependencies emerge between the value functions in the customer base and the supplier base of the new ventures over time.

Originality/value

This paper is among the few that explore the emergence of new ventures by considering both suppliers and customer relationships. From a business network perspective, the paper also shows that combining value functions and degrees of involvement provides a better understanding of the role of relationship diversity in the process of becoming a node in the business network.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 1 February 2021

Jose Novais Santos and Cristina Sales Baptista

Several studies have focused on the development of relationships between buyers and sellers; however, we still have a limited understanding of the interaction processes of…

Abstract

Purpose

Several studies have focused on the development of relationships between buyers and sellers; however, we still have a limited understanding of the interaction processes of the relationships between competitors over time. This paper aims to explore the development of relationships between competitors adopting an interaction and network approach.

Design/methodology/approach

This study examines nine relationships between competitors that are part of two multi-actor alliances in the pharmaceutical industry. The study builds on nine longitudinal case studies supported by 24 in-depth interviews.

Findings

The findings reveal that the development of the relationships between competitors within the alliances comprises exchange and coordination processes. The cases show that relationship development is a “never-ending process” within the alliance that includes five phases: co-existence, formation, development, dormancy and dissolution. A third party is identified as having a catalyst role in relationship development.

Originality/value

Supported by a comprehensive literature review on relationship development models, this study highlights the value of applying an interaction and network approach for studying relationships between competitors.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 19 October 2015

Jose Novais Santos and Cristina Sales Baptista

The purpose of this paper is to understand the intercompetitor relationships response to the contextual developments, the interaction processes between participants and…

Abstract

Purpose

The purpose of this paper is to understand the intercompetitor relationships response to the contextual developments, the interaction processes between participants and the relationship nature and outcomes.

Design/methodology/approach

A model to study intercompetitor strategic alliances, within the theoretical realm of business relationships and industrial networks, is proposed. Methodological challenges related to this phenomenon are put forward and manners to overcome them are suggested.

Findings

The proposed model encompasses four components: interaction context, relationship nature, interaction processes and relationship outcomes. The specificities of intercompetitor interaction are considered, leading to the inclusion of the relationship nature’s dimension that tackles the coopetition character of such relationships. Further, since the relational aspects of the relationship are highlighted, in relation to the economic exchanges’ characteristic of vertical relationships, it is expected, in the horizontal business interactions, that coordination processes prevail over adaptation processes.

Originality/value

Strategic alliances established between competitors are a growing phenomenon that may entail many benefits to those involved in these relationships. Still, business interactions between competitors are not sufficiently investigated and conceptualized. It is argued that an enlarged view of intercompetitor relationships is attained by using a dyadic and network perspective.

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Article
Publication date: 8 February 2016

– This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

When Apple launched its new iPad Pro product in 2015, there was a moment of bravura in the presentation that had most people raising at least one eyebrow, technology writers slack-jawed in amazement and many Apple fanboys shaking their heads in disbelief. It wasn’t the size of the new product, the fact it could run two apps side-by-side on its screen, or the way its special pen worked.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 32 no. 2
Type: Research Article
ISSN: 0258-0543

Keywords

Content available
Article
Publication date: 19 October 2015

Roberta Bocconcelli, Simone Guercini and Håkan Håkansson

Abstract

Details

IMP Journal, vol. 9 no. 3
Type: Research Article
ISSN: 2059-1403

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Article
Publication date: 26 February 2021

Guilherme Brittes Benitez, Mateus Ferreira-Lima, Néstor F. Ayala and Alejandro G. Frank

The provision of Industry 4.0 solutions demands a vast range of technology domains. To provide these solutions, small and medium-sized enterprises (SMEs) may need the…

Abstract

Purpose

The provision of Industry 4.0 solutions demands a vast range of technology domains. To provide these solutions, small and medium-sized enterprises (SMEs) may need the support of different supply chain actors through an inbound open innovation strategy. The authors study the contribution of four types of supply chain actors for inbound open innovation: suppliers, competitors with complementary technologies, R&D centers and customers. The authors analyze how these four actors moderate the effect of integrated Industry 4.0 solutions on three main competitive strategies: cost, focalization and differentiation.

Design/methodology/approach

The authors conducted a survey on 77 SMEs from the automation sector, using OLS regression with moderating effects. They considered the integration of 15 technologies and 7 classic automation activities in the provision of Industry 4.0 solutions. The authors also studied three competitive outputs – technology cost reduction (cost), customer loyalty (focalization) and technology innovation (differentiation) – as well as four supply chain actors (moderators).

Findings

Expanding the provision of Industry 4.0 technologies increases customer loyalty and technology innovation. Collaboration with competitors (complementary technologies) leverage these results and reduce technology costs. Integration between customers and R&D centers elevates costs but R&D centers can foster long-run innovation.

Originality/value

This study is the first to empirically investigate inbound open innovation in the supply chain for technology development in the context of Industry 4.0. The authors discuss how these actors contribute to four inbound open innovation activities: technology scouting; horizontal technology collaboration; vertical technology collaboration; and technology sourcing.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

Keywords

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Article
Publication date: 21 May 2020

Kaliyan Mathiyazhagan, Sonu Rajak, Swayam Sampurna Panigrahi, Vernika Agarwal and Deepa Manani

In a quest to meet increasing pressure to incorporate environmental and sustainability factors due to the legislations and growing public awareness, companies are…

Abstract

Purpose

In a quest to meet increasing pressure to incorporate environmental and sustainability factors due to the legislations and growing public awareness, companies are rethinking of strategizing their supply chain network to take control of the reverse flow of products as well. This growing interest has also led to tremendous growth in publications occurring in several reputed journals in the last few years. In this context, the purpose of this article is to perform a systematic literature survey of recent and state-of-the-art papers in order to draw insights and highlight the future directions.

Design/methodology/approach

This paper has selected and reviewed 204 papers published from the year 2002–2017. The papers were collected from the web of science and Google scholar database which have the DOI number. The selected papers were then categorized into main five core areas of RSC management namely reverse supply chain (RSC), Reverse Logistics (RL), Remanufacturing, Closed-Loop Supply Chain (CLSC) and Product Recovery Systems (PRS) and then analyzed with great detail. Finally, the research gaps that were identified from the study have been highlighted for future research opportunities.

Findings

This paper would serve as a roadmap to the managers who wish to align their forward and reverse supply chains for overall growth and development. It provides an in-depth knowledge on RSC to the researchers working in this domain. The scholars would be able to identify the areas of RSC which have been already addressed and the areas which remain unaddressed.

Originality/value

This paper presents a systematic literature survey of state-of-the-art papers that was published in the reputed journal in the area of RSC. Total 204 numbers of papers which were published in the reputed journals between 2002 and 2017 are reviewed, categorized and analysed to draw the opportunities and future research direction in the area of RSC.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 4
Type: Research Article
ISSN: 1741-0401

Keywords

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