Search results

As firms seek to prosper in a fiercely competitive global economy, cooperative inter‐firm alliances among members of the value chain are increasingly being forged. In the area of marketing channels, strategic alliances among international channel partners have become the norm as well. Thus, identification of inter‐firm influence strategies – such as different leadership styles – used by the channel captain to motivate international channel partners becomes increasingly important. More specifically, in administering a firm’s marketing channels, participative, supportive, and directive leadership styles may be effective in eliciting channel partners to exert higher levels of motivation, which, in turn, may be associated with higher levels of performance. The linkages among leadership styles, motivation, and performance are empirically examined on data drawn from a sample of automobile distributors in the USA, Finland, and Poland. International channel management implications are discussed, limitations of the study are identified, and directions for future research are suggested.

Crowd logistics is a rising phenomenon in last-mile delivery that integrates technological applications and sources a large number of participants to do logistical activities, achieving sustainable shipping in urban environments. However, up until now, there has been limited literature in this field. This research aims to investigate the extrinsic and intrinsic factors that impact the participative behaviour of driver-partners in crowd logistics.

An integrated model is developed based on motivation theory, incorporating attitude as a contributor to both extrinsic and intrinsic motivations. A questionnaire was constructed and distributed to collect data from 303 respondents who are existing or potential driver-partners in Vietnam.

Our findings confirm (1) the influence of monetary rewards on extrinsic motivation and (2) the power of self-efficacy, trust and sense of belonging on intrinsic motivation. Further, we find that attitude positively impacts extrinsic motivation, whereas there is no effect between attitude and intrinsic motivation. Both extrinsic and intrinsic motivations are demonstrated to significantly influence driver-partners' participative intentions. Additionally, a positive association is found between extrinsic and intrinsic motivations.

Findings from this study theoretically enrich the literature on crowd logistics, especially on the supply side, and empirically contribute to implications that are valuable to crowd logistics firms on driver-partner recruitment and business strategy development.

The purpose of this paper is to empirically explore how prior exchange relationships may impact a local firm's decision to participate in a supply chain international joint venture (SC‐IJV).

An exploratory study of the influence of prior working relationships using a sample of 32 US and European‐based SC‐IJVs. First, a cluster method was used to determine the two categories of local firms' motivation to form SC‐IJVs with foreign partners. Next, a discriminant analysis revealed the differences between the two categories in terms of the emphasis put on prior exchange relationships when forming SC‐IJVs.

Results confirm two major types of motivations for a local firm to participate in a SC‐IJV: exploration and exploitation. Moreover, the motivation types are varied in terms of the emphasis placed on a prior working relationship with the SC‐IJV partner. While exploitation‐oriented firms consulted a previous working relationship experience before forming a supply chain IJV, exploration‐oriented firms did not.

This study shows that Eastern European firms can be separated into two categories in terms of SC‐IJV goals: those focused on learning (exploration) and those focused on strategic behavior (exploitation). Second, the study shows that the firms favoring exploitation prefer a past working relationship with the potential partner, while those favoring exploration did not. The study is exploratory in nature, but provides a solid platform on which to base future research.

Recent years have witnessed a change in the corporate social responsibility (CSR) debate from questioning whether to make substantial commitments to CSR, to questions of how such a commitment should be made. Given that CSR initiatives increasingly are carried out in collaboration with non-governmental organizations (NGOs), business–NGO (Bus–NGO) partnerships are becoming an increasingly important instrument in driving forward the sustainable development agenda. The aim of this chapter is to explore motivations to partner, the value-added of Bus–NGO partnerships as well as what is enabling and impeding the realization of this value.

An analytical model is developed based on contributions from partnership literature (Austin, 2000, 2007; Austin & Seitanidi, 2012a, 2012b; Seitanidi & Ryan, 2007) and the resourced-based view. This has resulted in a process model with the following three phases: (1) formation and motivation; (2) implementation and execution; and (3) outcomes and challenges.

The empirical part of the chapter focuses on three specific partnerships in Kenya. Kenya is one of the most prosperous and politically stable states in Africa, with high growth rates making it an attractive launch pad for businesses to enter partnerships with NGOs.

The partnerships studied were all pilots still flirting with this new form of collaboration modality and struggling themselves to clearly define the value-added. Partnerships are still experimental efforts involving a steep learning curve, and showing signs that they have to evolve further as well as innovate in order to produce the expected benefits. All three partners referred to learning as one of the most important intangibles.

Business and NGOs had both different and overlapping motivations that made them propel into cross-sector alliances. The partnerships have to be configured to satisfy a variety of different motivations, resulting in complex stakeholder management. For the NGOs, it is about designing new development models, due to an instrumental need of resource enhancement and idealistic need to deliver more sustainable and efficient solutions. The analysis shows clear signs of NGOs beginning to realize the importance of classical business skills, such as management, marketing, and technical systems that companies can provide. Looking at the business, the partnership fit right into the wider strategic sustainability “umbrella” of the corporation, notably the employees are central stakeholders. It is argued that a business’s approach to CSR and perception of its own responsibilities need to evolve to higher levels according to Austin’s Collaboration Continuum to produce valuable synergies in a partnership with an NGO (Austin, 2000).

Finally, the analysis shows a Bandwagon effect throughout the sectors, where the reason to form a partnership is because everybody else is doing it, and both NGOs and businesses do not want to miss out on potential benefits.

This study aims to understand buyer and supplier motives for developing direct relationships with their trade partners.

A total of 18 in‐depth interviews were conducted across Victoria and Tasmania (Australia); eight with retail buyers and ten with fresh produce suppliers. Both parties were involved in a direct relationship with their trade partner.

The research reveals a large variety of motivations that influence buyers and suppliers when deciding whether to operate in a direct or non‐direct relationship with their trade partner. Motivations for both parties are remarkably similar, with buyers and suppliers ultimately attempting to minimise the inherent risk associated with operating in a volatile environment.

The study may be limited by the fact that buyers and suppliers of different commodities were included in the study. In addition, the varied nature of the respondents' role may have impacted their judgment. The inability to interview dyads in all cases also limits the research.

This research has implications for both researchers and practitioners already involved in, or considering becoming involved in, a direct trade relationship. Clarification of motivations for bypassing intermediaries shows how both trade partners can minimise external risk and strengthen competitive advantage by assuming a direct relationship.

Extant research within this literary field is largely quantitatively based with researchers focusing on distinct relationship constructs, the definition of relationship marketing and the process of relationship development. In response to these limitations, this research adopted a qualitative approach in examining the core motivations for developing a direct trade relationship within the fresh produce industry.

The current study attempts to bridge the existing gap related to the role of knowledge acquisition from international alliance partners to improve competitiveness by examining the distinct processes of knowledge acquisition and the challenges confronted in this learning process in order to enhance local and international market performance.

Following case-study approach based on systematic combining, the study presents a case of knowledge acquisition and learning in the context of an international consultancy alliance between leading Pakistani and Chinese engineering firms using six in-depth interviews of key engineers to explore the dynamic mechanisms for knowledge acquisition and learning from the Chinese firm. Grounded analysis drawn upon the Straussian version of grounded theory (GT) {{Strauss, 1990 #136} Strauss, 1998 #139} is used for data analysis in this research.

It was found that the processes of explicit and implicit knowledge acquisition from Chinese firms are integrated consultancy working, social and technical adaptability and seeking confirmation about the work done and knowledge/theories and models used in work. However, these processes are quite complex, posing serious challenges for National Engineering Services, Pakistan to acquire the required knowledge, which can be addressed through partners' motivation to share and acquire knowledge, cultural intelligence and friendship and informal association. The study also found that the knowledge acquired from technologically advanced international organizations by the host partner in the international strategic alliance not only provides a competitive edge to the local host in its local market but also builds its capacity to undertake similar projects in other parts of the world, substantially enhancing its market success.

Adding up to the current literature that focuses on knowledge acquisition in a parent-subsidiary relationship, the current research proposes a framework for knowledge acquisition in the unique context of international strategic alliances. The research provides managerial guidelines to manage knowledge acquisition for gaining a competitive edge that would be helpful for the managers in the era of growing interdependence among the organizations across the borders.

The purpose of this paper is to draw insights from the actors-resources-activities (ARA) model and social capital literature to identify relevant activities shared by university-industry (U-I) actors prior to R & D cooperation.

Based on a qualitative methodology, a series of interviews were carried out with researchers from the biological sciences domain.

This study found that, at the outset of U-I links, companies’ motivations are strongly organizational, while academics are motivated at a personal level. The interactions grow from low-risk activities to partnerships on complex tasks, and depend on relational resources framed within the ARA and social capital theories. Results showed that shared interests are present at the outset of U-I links and grow thereafter. Trust and commitment were not ubiquitous at the outset, but rather at later stages of the cooperation, as a result of the developed interdependencies.

The combination of the ARA model and social capital in U-I links highlighted the different relationship levels (individual vs organizational), the disparities between early and established ties, and the interplay between low- and high-investment activities underlying researchers’ relationships. Several managerial contributions are presented for universities to promote greater integration with industry partners.

A new direction of research is presented towards lower levels of U-I cooperation, taking into account the relational resources and the activities shared in each level. This work distinguished the different actors’ motivations and clarified the role of trust and commitment at the outset of U-I links. This first assessment of Portuguese U-I interactions within the biological sciences provided valuable insights for both academics and practitioners.

Motivational Interviewing (MI) is a vocational communication skill from the helping professions. Verbal skills in MI are summarized under the acronyms OARS and EARS (open-ended questions/elaborating, affirmations, reflections, and summaries). The purpose of this paper is to outline how MI provides important skills for engineers, and demonstrate skill assessment by using an observation-based scientific approach.

Totally, 25 engineering students took part in a skill-based MI training. Quality assurance of the training was assessed by using a repeated measurement design with multiple measures: systematic observations from recorded interactions and self-reported and standardized performance measures. Two external observers reliably coded the recorded conversations using the MI skill code.

Trainees showed a significant increase of verbal skills in MI. Directive-confrontational behaviors decreased after training. Self-reported and performance measures indicated significant increases in MI post training. Conversational partners in the post-training condition showed significantly more motivation in comparison to partners before the training.

The main limitation of the study is the small sample size. However, training effect sizes showed large effects on verbal skills.

Communication skills in MI can be taught effectively for a technical population. This study suggests that MI is effective within the higher education of technical professions who have to deal with motivational issues. Observational measures can be used for quality assurance purposes, but also serve as a feedback instrument for work-based learning purposes.

This is the first study to evaluate training in MI for engineers using a multi-method approach with observational measures.

This paper aims to offer a New Zealand perspective on how business and community organisations engage to develop mutually beneficial partnerships to tackle pressing social issues. Specifically, the paper seeks to examine the collaboration motivations for business and community partners involved in seven business‐community partnerships in New Zealand.

The paper utilises data from in‐depth, semi‐structured interviews with key business and community managers involved in seven partnerships in New Zealand. The transcripts of the interviews were analysed using elements of content and narrative analysis. Findings to be presented in this paper include: explaining what “partnership” is; understanding a business case; and community organisations' motivations for engaging in partnerships with business.

This research finds that, while partnerships involving business and community organisations may ideally be associated with shared societal concerns, in this study there was a very strong focus on individual community organisation goals and a dominance of business priorities. This was not balanced by an interest in the broader meta‐goals of the partnership.

This paper draws attention to diverse and often competing motivations that characterise business‐community partnerships. The research demonstrates that, while partnerships are often discussed in the context of societal benefits, individual organisations frequently form partnerships primarily for their own instrumental self‐interests. It is hoped that this paper will stimulate understanding of the practical challenges to developing business‐community partnerships, given differences among the partners in goal orientations and expectations.