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This purpose of this study is to apply social exchange theory (SET) to explain how social exchange behaviors, such as the exchange of knowledge, information and respect between firms, would increase the likelihood of certification implementation and strengthen the relationships among partners. The main purposes of this study are to examine the significant connections between partner interactions and long-term orientation and to examine the links among long-term orientation, certifications and relationship quality.

To test the research hypotheses, structural equation modeling was conducted to analyze the data collected from 136 respondents who are top managers of manufacturing enterprises in Taiwan National Science Park.

Many enterprises in Taiwan regard conflict as a method to express more detailed information about collaboration in business and see conflict as a minus in making the quality of partnership healthier than before. It was affirmed that owning international certifications has an impact on long-term collaborative partnership. Conflicts within a partnership do not completely have a negative influence on relationship quality. Because enterprises want to keep stable partnerships and get long-term competitive advantages, they should continue creating smooth and efficient trading behaviors and should also consider relationship quality as an important factor with regard to their investment in some relationship-specific assets.

This study was intended to explore the connection between conflict and relationship quality; however, this relation suggested that conflict may be a negative influence but without any significant proof of the connection. Therefore, future researchers could examine this relation again in the context of Taiwanese enterprises.

This study had some implications for enterprises in Taiwan, especially in regard to maintaining a long-term partnership and deciding whether to acquire a specific certification. When firms decide to invest in a relationship-specific asset, they should consider the interaction with the partners and the quality of the partnership. It is suggested that firms should evaluate not only the immediate benefits and drawbacks but also the implications with regard to partner relationships. Meeting the requirements of partners is thus an effective approach to gain trust and commitment.

As the interactions with partners are executed progressively more smoothly, the relationship quality will become increasingly better. The possibility of having a long-term collaborative relationship becomes higher as the relationship quality improves. Therefore, as the relationship duration becomes increasingly longer, the cost of having an international certification will offer a return on the investment or even result in a profit.

A good relationship quality will lead to specific investments from partners, such as the one involving the implementation of specific certifications. The enterprises in Taiwan would prefer to develop a long-term partnership when their demands for a specific investment could be fulfilled. Consequently, enterprises can use the degree of relationship quality to assess the cost and benefits of implementing a certification and can, furthermore help in making the decision.

This paper aims to explore if employee engagement (EE) influences the relationship quality of long-term partnerships between non-profit organisations (NPO) and for-profit organisations (FPO) and offer a theoretical framework for NPO and FPO long-term partnerships’ success based on the literature.

The study resorts to qualitative research, and through 45 in-depth structured interviews with NPO and FPO employees, this paper intends to investigate the theoretical framework using a hypothetico-deductive method.

The findings support the authors’ theoretical framework, where EE influences satisfaction, trust and commitment to the partnership. The results highlight that organisations creating high levels of satisfaction, trust and commitment may have a higher propensity for long-term partnerships.

This study offers a novel theoretical framework for developing long-term partnerships between NPO and FPO. However, each variable’s extent of influence still needs to be further explored, creating a fertile ground for future research in this area.

Este estudio explora si el compromiso de los empleados influye en la calidad de la relación a largo plazo entre organizaciones sin fines de lucro (NPO) y organizaciones con fines de lucro (FPO) e propone un sistema teorico para el éxito de las asociaciones a largo plazo de NPO y FPO baseado en la literatura.

El estudio recurre a la investigación cualitativa, y a través de 45 entrevistas estructuradas en profundidad con empleados de NPO y FPO, este artículo tiene la intención de examinar el sistema teorico empleando un método hipotético-deductivo.

Los resultados apoyan la afirmación de que el compromiso de los empleados influye en la satisfacción, la confianza y el compromiso con la asociación. Los resultados muestran que las organizaciones que crean altos niveles de satisfacción, confianza y compromiso pueden presentar una mayor propensión a las asociaciones a largo plazo.

Este artículo ofrece un nuevo sistema teorico para el desarrollo de asociaciones a largo plazo entre NPO y FPO. Sin embargo, el alcance de la influencia de cada variable aún debe ser explorado, lo que crea un terreno fértil para futuras investigaciones en esta área.

Este artigo explora se o envolvimento dos colaboradores influência a qualidade da relação de parcerias de longo prazo entre organizações sem fins lucrativos (NPO) e organizações com fins lucrativos (FPO) e propõe um quadro conceptual para o sucesso das parcerias de longo prazo entre NPO e FPO baseado na literatura.

Este estudo recorre à investigação qualitativa e, através de 45 entrevistas em profundidade com funcionários de NPO e FPO, este artigo pretende examinar o quadro teórico utilizando um método hipotetico-dedutivo.

As conclusões apoiam a afirmação de que o envolvimento dos colaboradores influencia a satisfação, a confiança e o compromisso com a parceria. Os resultados mostram que as organizações que criam elevados níveis de satisfação, confiança e compromisso podem apresentar maior propensão a parcerias de longo prazo.

Este artigo oferece um novo quadro teorico para o desenvolvimento de parcerias de longo prazo entre NPO e FPO. No entanto, a extensão de influência de cada variável necessita de análise adicional, o que cria um terreno fértil para futuras investigações nesta área.

The purpose of this paper is to investigate high-involvement and short-term supply relationships, known as agile supply partnerships (ASPs), and explores the conditions that support the development of such inter-organizational relationships.

A qualitative exploratory research design was followed, based on in-depth case studies of Italian fashion footwear manufacturers and their relationships with key suppliers.

ASPs appear to be most relevant in supply material categories which have a high impact on the appearance or functionality of the product. Conversely, in supply categories with a low impact, long-term partnerships are preferred. Four main characteristics of ASPs are identified: they are part of a portfolio of relationships to balance the rigidities of long-term strategic partnerships; they have project-like features; they are developed from a network of pre-qualified suppliers; they are recurring and intermittent rather than continuous or isolated one-off short-term partnerships.

The research has been carried out in the context of an Italian footwear district. Further research is required to evaluate the validity of the propositions in other sectors and geographies.

The research can help decision makers in the fashion industry, and potentially other sectors affected by high turbulence, to identify when ASPs are most appropriate and what characteristics they should have.

This research contributes to the literature on agility by empirically evaluating the apparent paradox related to the specific characteristics of supply relationships required to foster an agile strategy and by clarifying the conditions under which fashion companies develop ASPs.

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs.

Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices.

Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships.

The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means.

This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

To show why retail marketing strategists and planners need to develop long‐term relationships capable of building business partnerships based on mutual trust. To show how the relationship marketing principle underpins the implementation of retailing strategy.

A detailed review of the relevant literature, with commentary on the application of principles in practice.

A successful retailing strategy will be embedded within a customer‐driven general business strategy. Marketing managers should plan to develop and sustain long‐term trust‐based working relationships, which take into account organizational and national values. Successful partnership arrangements depend on mutuality and resilience, as well as trust. Marketing intelligence is a vital ingredient in the formulation and implementation of plans to achieve these goals. The “organizational resilience value system” framework proposed here can be used by marketing planners to link organization learning to relationship marketing, and thereby establish a customer relationship management policy that provides the organization with a sustainable competitive advantage.

Next, cross‐industry and cross‐cultural studies might be undertaken, to examine the similarities and differences in retailing strategy formulation and implementation across national boundaries.

Practitioners and academics must collaborate closely, with the aim of developing new insights into procedures and practices for linking organizational learning policy firmly and formally with the development of customer‐driven retail marketing strategies.

A synoptic view of role of marketing intelligence and relationship marketing in the building of trust‐based relationships and partnerships in international retailing, backed by more than 100 references to relevant published literature.

The purpose of this paper is to reduce the research gap in private sector participation in the Danish and German health systems, where empirical evidence is still very scarce compared with the impressive accumulation of similar literature in Anglo-Saxon countries.

Based on the findings of two case studies – one Danish and the other, a German hospital – the paper assesses the future potential of different private sector participation strategies in health care.

The assessment is that low-level private sector participation approaches such as outsourcing and concession models remain limited and specialised financing instruments for health care in Denmark and Germany due to legal restrictions and lesser importance being placed on operational financial savings and improved management than on achieving strategic goals. Furthermore, existing approaches do not necessarily prepare the ground for public-private partnerships.

To date, longitudinal studies of private sector participation in health care are almost non-existent for continental Europe, yet critical for the assessment of the outcomes of long-term projects of ten to 40 years' duration. In addition, there is still a need for more international comparisons, especially for studies comparing more than two countries.

Case studies about private sector participation in health care with transnational European or international comparisons are very scarce. The paper, which compares two cases of a Danish and a German hospital, is therefore a contribution to reducing a relevant research gap. To date, private sector participation in the German health system, in particular, has rarely been discussed in international journal publications.

Market leaders are constantly being forced to evaluate and modify their relationships and interactions with suppliers, buyers, and even competitors, in order to remain competitively viable in response to marketplace, technology, and competitive changes. Presents the Interdependency Cube framework which allows businesses to identify their current positions relative to their partners, and develop an understanding of what needs to be done in order to change their interdependency relationships. Real‐world examples illustrate different cells within the framework and demonstrate how a company can simultaneously, and successfully, have different types of strategic interdependencies with a number of partners, depending on the environment in each case. Managers can learn how vigilance and flexibility are vital to a company’s ability to change as its situation and circumstances change.

Across the United States, school leaders are realizing the potential for social and emotional learning (SEL) to be used as a critical lever for students' equitable access to full participation in social and civic life. Researchers and practitioners seek to understand how teachers can elevate student voice, increase students' sense of agency, and promote civic engagement through SEL instruction. The School and Community Pathways for Engagement (SCoPE) Project brought together teams from a large, urban school district in the Midwestern United States, the University of Michigan, and the Collaborative for Academic, Social, and Emotional Learning (CASEL) in a research-practice partnership (RPP) to examine these pertinent challenges. This chapter demonstrates how the purposeful establishing of and fostering collaborative relationships between researchers and practitioners in the SCoPE Project motivated deeper investment and equity of voice for all stakeholders involved. This chapter specifically discusses the motivational affordances of the RPP approach during participant recruitment, data collection, and data sharing for the SCoPE Project.