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The current paper proposes a curvilinear relationship between the dark triad traits (Machiavellianism, psychopathy and narcissism) and job performance. In addition, it examines the moderation effect of traitedness on the dark triad–job performance relationship.

Drawing on data from 382 participants in a financial services firm in India, the authors conducted a two-phase study to examine the curvilinear and moderation effects.

Results confirmed that the relationship between dark triad traits and job performance is positive at the lower end of dark triad traits but flattens out as the dark triad traits intensify.

The authors discuss theoretical and practical implications and offer suggestions for future research.

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

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.

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.

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.

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.

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

To determine where, when, how, and wherefore European social theory hit upon the formula of “the True, the Good, and the Beautiful,” and how its structural position as a skeleton for the theory of action has changed.

Genealogy, library research, and unusually good fortune were used to trace back the origin of what was to become a ubiquitous phrase, and to reconstruct the debates that made deploying the term seem important to writers.

The triad, although sometimes used accidentally in the renaissance, assumed a key structural place with a rise of Neo-Platonism in the eighteenth century associated with a new interest in providing a serious analysis of taste. It was a focus on taste that allowed the Beautiful to assume a position that was structurally homologous to those of the True and the Good, long understood as potential parallels. Although the first efforts were ones that attempted to emphasize the unification of the human spirit, the triad, once formulated, was attractive to faculties theorists more interested in decomposing the soul. They seized upon the triad as corresponding to an emerging sense of a tripartition of the soul. Finally, the members of the triad became re-understood as values, now as orthogonal dimensions.

This seems to be the first time the story of the development of the triad – one of the most ubiquitous architectonics in social thought – has been told.

Supply chain management (SCM) proficiency is generally associated with superior business performance. Yet, SCM research continues to focus predominantly on the performance of individual firms, rather than on the collective performance of multiple supply chain participants as espoused by the extended enterprise (EE) concept. In response to calls for quantitative studies that examine the collective performance of multiple supply chain participants, this research study compares the combined performance of triads comprising focal firms recognized for their relative SCM proficiency and their upstream (supplier) and downstream (customer) supply chain partners with that of their close industry competitors' triads.

The triadic, longitudinal examination of multiple supply chain participants' collective performance utilized archival financial data of the period 2007–2017 from the Compustat database and the supply chain (SPLC) function of Bloomberg.

Findings of this study indicated that supply chain triads that included focal firms recognized for their relative SCM proficiency experienced significantly lower sales and general administrative expenses and significantly higher productivity, return on assets and profitability over time than their close industry competitors' triads. However, contrary to expectations, the performance advantages identified did not extend to revenue growth.

Supply chain triads cannot fully represent entire supply chains or EEs. However, this study’s triadic analysis can be viewed as a practically achievable proxy for further validating the EE concept. Moreover, based on assertions that triadic studies are suitable for SCM research and on empirical studies that consistently show individual firms recognized for their relative SCM proficiency outperform competitors, the authors contend that the study’s findings appropriately corroborate the value of the EE concept.

Because such empirical evidence is so rare, the consistent, collective performance advantages identified in this study should be highly significant to managers.

Robust, longitudinal evidence that supply chain triads which include focal firms recognized for relative SCM proficiency collectively outperform their close industry competitors' triads extends generally accepted associations between SCM proficiency and business performance, suggesting that the application of extended resource-based view (ERBV) in supply chain contexts warrants further examination and further substantiates the efficacy of the EE concept.

Focal service providers increasingly involve customers in the decision-making about outsourcing parts of the service delivery process to third parties. The present study investigates how customers' outsourcing decisions affect the formation of the waiting experience with the focal service provider, by which the objective waiting time, environmental quality and interactional quality act as focal drivers.

To test our hypotheses in the context of cancer care, we gathered process data and experience data by means of a patient observation template (n = 640) and a patient survey (n = 487). The combined data (n = 377) were analyzed using Bayesian models.

This study shows that opting for a service triad (i.e. outsourcing non-core services to a third party) deduces customers' attention away from the objective waiting time with the focal service provider but not from the environmental and interactional quality offered by the focal service provider. When the type of service triad coordination is considered, we observe similar effects for a focal service provider-coordinated service triad while in a customer-coordinated service triad the interactional quality is the sole experience driver of waiting experiences that remains significant.

By investigating the implications of customer participation in the decision-making about outsourcing parts of the service delivery process to third parties, this research contributes to the service design, service triad and service operations literature. Specifically, this study shows that customer outsourcing decisions impact waiting experience formation with the focal service provider.

Solutions are here approached from the focal net point of view i.e. the collaborative arrangements through which firms combine their individual offerings into a coherent, customer-facing solution. Focal nets are seen as an effective way to organize for value-system and solution development. However, a precise understanding as to how inter-firm dynamics support the morphing of a focal net to develop a customer’s solution is still not clear. This paper aims to provide an improved understanding of the dynamics at play between firms for providing a solution.

A qualitative and exploratory research approach is adopted, exploring the relationships at play within a focal net dedicated to providing a solution in the aerospace industry: a total of four triads are selected and analyzed, all of them involving the same buyer (the aircraft manufacturer) the same buyer’s customer (the airline) and a different service provider. Interviews with top managers in each company forming the triads have been carried out, with subsequent analysis, on the relational dynamics at play at the level of each triad and in-between triads within the focal net.

The study shows the handling by a solution provider of the transition from a program focal net to a customer-specific solution focal net. The four triads presented, taken individually, highlight four different component devices each of which contributes toward handling this transition. The four triads taken together along with their interactions (inter-triad) denote the capability of the solution provider to manage the morphing of the focal net.

The paper mobilizes a focal net perspective for the understanding of solution provision while combining this with a triadic perspective to demonstrate the inter-firm dynamics at play.

Supply chains are becoming more complex and uncertain, yet existing theories are predominately based on empirical research of dyads overlooking triadic settings. This study aims to bridge the gap between supply chain theories and praxis, this study examined multi-sourcing triads in terms of coordination, collaboration and integration.

Transaction cost economics, resource-based view in conjunction with social capital theory and agency theory were used to develop a research framework. Abductive, comparative research examined four triads. The triads comprised four retailers (EU, USA, Japan and one with a global presence), one third-party logistics provider (3PL) and 103 suppliers in textiles and the clothing industry.

All multi-sourcing triads achieved efficient coordination via network configuration showing varying degrees of collaboration and integration. Three research propositions were developed as follows: transaction complexity and dynamics necessitate triad coordination and control by the 3PL; relational and structural embeddedness emerge when actors invest in triad-specific resources and capabilities; information, relational and structural asymmetries may trigger bridge transfer and affect triad integration and performance.

Empirical research on multi-sourcing triads complements existing research on logistics and service, transitive triads to uncover how triad coordination, embeddedness and power asymmetries affect supply chain performance. Future studies should examine the interrelationships between triad embeddedness, asymmetries and relational capital.

Compared to logistics or service triads, B3B triads excel in relational and structural embeddedness and offer unique production-distribution solutions that create value to end-consumers and triad actors.

B3B triads are a unique conceptualization in supply chain management that extends the concepts of logistics triads and service triads.

The purpose of this paper is to analyze whether triad structures, as the smallest unit of a network, can facilitate or inhibit the evolution into a service ecosystem. According to SD logic literature, the triad structure and the institutions that dominate the triads determine the evolution into ecosystem, remain as triad or die. “Balanced centricity” is considered a desirable institution that increases the possibility of transforming triads into ecosystems through marketing equilibrium.

The authors apply a conceptual approach to develop a framework for deepening understanding about triads’ structures from the institution’s perspective (balanced centricity). Qualitative case study research was conducted using different methods of data generation including personal interviews and netnography analysis in the arts sector. Three case studies were developed, one for each triad structure: Sothebýs, Patreon and Vibuk.

New business models start being a triad, and it is a strategic option to evolve into an ecosystem. In this sense, authors argue for considering balanced centricity as an institution that enables the ecosystems to arise. From this perspective, balanced centricity can be considered a strategy that helps to balance and reach positive relationships among actors, enabling the process to become a “balance triad structure”.

The paper is a conceptual work that combines with an empirical approach. The empirical approach considers three success cases on the arts context. Considering other contexts as different from arts industry would be useful to add new perspectives to the theory development.

The present paper defines a new form of triad “balanced triad structure” (BTS) and identifies categories depending on the way balanced centricity institution is adopted, facilitating or inhibiting the future evolution into an ecosystem. Hitherto, previous papers have not put together these concepts that build on the triads and ecosystems theory to better understand triads management and facilitate the evolution of three-actor networks into ecosystems.

The past decade has seen substantial changes in how organizational leaders work with external stakeholders to improve innovation performance. As leaders have encouraged the extensive involvement of suppliers and customers into the innovation process this has led to the formation of supplier innovation triads that are often governed by a portfolio of strategic alliances. The purpose of this paper is to explore how leaders’ inter-firm relationships and strategic alliances influence the development of supplier innovation triads.

The sample of firms in the Toyota supplier association is constructed from multiple data sets, including the Japan Patent Office, BoardEx and S&PCapitalIQ. The authors test the hypotheses using multivariate techniques, moderation analysis and endogeneity tests.

The results indicate that leadership relationships to Toyota and its suppliers have a positive effect on the formation of supplier innovation triads. The authors find that firm–external leadership relationships and alliance partner diversity have differential moderating effects on how customer and supplier leadership relationships could be used to build supplier innovation triads.

The results focus on the firms within the Toyota supplier association, and this limits the paper’s generalizability. Although patent data provide a detailed information resource, it do not capture all collaborations.

The authors expand the leadership literature by undertaking one of the first studies of inter-firm leadership relationships and their differential effects on innovation triads. The authors contribute to the literature by exploring the antecedents and moderating factors that influence buyer–supplier–supplier triads within an innovation setting.