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Article
Publication date: 2 August 2022

Hsien-Ta Li

Guided by the job demands-resources model, this study aims to investigate the underlying mediation mechanisms through which vertical relationship conflict between…

Abstract

Purpose

Guided by the job demands-resources model, this study aims to investigate the underlying mediation mechanisms through which vertical relationship conflict between employees and their supervisors and horizontal relationship conflict between employees and their colleagues escalate into work disengagement. It proposes exhaustion and workplace social isolation as the mediators and explores the relative importance of vertical and horizontal relationship conflicts in influencing work disengagement through the distinct impacts of the mediators.

Design/methodology/approach

Data collected from a three-wave study of 181 online-questionnaire respondents are used to test the research model using partial least squares structural equation modeling.

Findings

Vertical relationship conflict has an indirect effect on work disengagement via exhaustion, whereas horizontal relationship conflict has an indirect effect on work disengagement via workplace social isolation. Compared with horizontal relationship conflict, vertical relationship conflict exerts a stronger effect on work disengagement.

Originality/value

This study addresses a void in the literature on relationship conflict by investigating work disengagement from the perspective of both vertical and horizontal relationship conflict as well as from the perspective of both strain- and resource-centric mediators (i.e. exhaustion and workplace social isolation, respectively), providing a comparatively detailed analysis.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

Keywords

Open Access
Article
Publication date: 18 May 2021

Anni Rajala and Annika Tidström

The purpose of this study is to increase understanding about vertical coopetition from the perspective of interrelated conflict episodes on multiple levels.

Abstract

Purpose

The purpose of this study is to increase understanding about vertical coopetition from the perspective of interrelated conflict episodes on multiple levels.

Design/methodology/approach

The empirical part is based on a qualitative single case study of a coopetitive buyer-supplier relationship in the manufacturing sector.

Findings

Conflicts in vertical coopetition evolve from being merely functional and task-related to becoming dysfunctional and relationship-related, as the level of competition increases. The nature of conflict episodes influences the development of vertical coopetition, and therefore, the interrelatedness of conflict episodes is important to acknowledge.

Practical implications

Although a conflict is considered functional within a company, it may still be dysfunctional as far as the coopetitive relationship with the buyer or seller is concerned. Competition may trigger conflicts related to protecting own technology and knowledge, which may lead to termination of the cooperation, therefore coopetition should be managed in a way that balance sharing and protecting important knowledge to get advantages of coopetition.

Originality/value

The findings enhance prior research on vertical coopetition by offering new perspectives on causes of conflicts, their management, outcomes and types. The value of taking a multilevel approach lies in the ability to show how conflicts occur and influence other conflicts through the interrelatedness of conflict elements on different levels.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 13
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 8 May 2017

Eunji Seo and Katsuyoshi Takashima

The purpose of this study is to investigate the negative impact of horizontal conflict on vertical conflict in a triadic configuration, which is based on the supposition…

Abstract

Purpose

The purpose of this study is to investigate the negative impact of horizontal conflict on vertical conflict in a triadic configuration, which is based on the supposition that buyers who experience horizontal conflict due to competition with other buyers are motivated to limit vertical conflict to better cooperate with store staff.

Design/methodology/approach

This study tests the hypotheses with an AMOS-based structure equation model based on survey data of 236 merchandise managers at Japanese retailers.

Findings

The study’s findings demonstrate that process conflict concerning resource and role allocation, negatively affects the task conflict and relationship conflict involved in vertical interactions. The results suggest that conflict between buyers is an accelerative mechanism affecting the construction of cooperative relationships between buyers and store staff.

Originality/value

Previous studies have discussed the possibility of positive effects arising from process conflict. In this study, the authors found that horizontal process conflict tolerates vertical conflict statistically and identified a new positive effect of process conflict.

Details

International Journal of Organizational Analysis, vol. 25 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 1 May 2005

Amjad Hadjikhani and Peter Thilenius

While an ever‐increasing body of research on business networks has commented on vertically connected relationships, this study embeds the horizontally connected…

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Abstract

Purpose

While an ever‐increasing body of research on business networks has commented on vertically connected relationships, this study embeds the horizontally connected relationships. Constructed on business network theories the paper aims to add more knowledge on business networks by developing a connection model including both vertical and horizontal connections. The model aims to explore the impact of connections on focal business relationships. It differentiates connected relationships on the basis of their vertical and horizontal natures. The purpose is to grasp the impact of these different connected relationships on the focal business relationship. The focal relationship elements are defined by commitment and trust, which capture their properties from the dyadic interaction and the two types of connected relationships.

Design/methodology/approach

The paper tests the theoretical construction empirically. The empirical study is based on the IMP2 survey, utilizing information from extensive interviews with 138 firms regarding their relationships with important foreign customers.

Findings

The statistical findings in the form of a LISREL‐model clearly expose the impact of the horizontal connections and verify the validity of the theoretical model. It depicts that trust increase by vertical connections leading to increased commitment, thus strengthening the relationship while horizontal connection, on the contrary, weakens it. The facts also demonstrate how the horizontal connections impose effects on technological long‐term investments.

Originality/value

Marketing researchers advocating certain theoretical views are thereby required to observe respect for the market realities with which managers are confronted.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 13 May 2020

Xing Wan, Nianxin Wang and Ben Shaw-Ching Liu

This study takes the cinema industry as the research context and investigates the impact of online to offline (O2O) platforms on cinemas' performance. Specifically, the…

Abstract

Purpose

This study takes the cinema industry as the research context and investigates the impact of online to offline (O2O) platforms on cinemas' performance. Specifically, the purposes of this paper are threefold: first, to study the influence of platform multihoming on cinemas' performance; second, to examine the interaction impact of platform multihoming and vertical integration; third, to investigate how the influence of platform multihoming varies with cinemas' performance.

Design/methodology/approach

This study collects data from 1918 cinemas in China, employs quantile regressions to estimate the model and test the proposed hypotheses and adopts an instrumental variable method to examine the robustness of our results.

Findings

The findings confirm the positive role of platform multihoming for cinemas' performance. However, when a cinema has low-degree platform multihoming, the cinema's vertical integration is positively associated with its performance; when a cinema has high-degree platform multihoming, the cinema's vertical integration is negatively associated with its performance. Furthermore, results from quantile regressions indicate that low-performance cinemas benefit more than high-performance cinemas from employing platform multihoming strategy.

Research limitations/implications

This paper extends previous research by investigating the impact of platform multihoming on heterogeneous firms and the impact of interaction between platform multihoming and vertical integration. The findings imply that the impact of platform multihoming on firms' performance depends on firms' performance attributes and their vertical relationships.

Practical implications

Platform multihoming can be a double-edged sword for local service firms. When multihoming platforms, a local service firm should think about the fit between platforms and its own attributes, and identify the potential conflict between platform relationships and traditional relationships of industrial organization.

Originality/value

There is a growing interest in understanding platforms' role in the digital economy. The impact of platform participation on local service firms' performance is not sufficiently investigated. Previous research rarely addressed the impact by incorporating local service firms' performance attributes and the existing relationships of industrial organization.

Details

Internet Research, vol. 30 no. 5
Type: Research Article
ISSN: 1066-2243

Keywords

Article
Publication date: 3 December 2019

Jin Yang, Cuiping Ma, Jibao Gu and Hefu Liu

This paper aims to put forth a model that accounts for the effect of servant leadership on employee creativity from a social identity perspective. Specifically, this paper…

Abstract

Purpose

This paper aims to put forth a model that accounts for the effect of servant leadership on employee creativity from a social identity perspective. Specifically, this paper aims to examine team identification as the mediating mechanism by which servant leadership influence employee creativity. This paper also intends to investigate the moderating influences of horizontal and vertical collectivism on the effectiveness of servant leadership on follower team identification.

Design/methodology/approach

Servant leadership, team identification, collectivism (consisted of horizontal and vertical collectivism) and employee creativity were assessed in an empirical study based on a sample of 451 employees from 11 banks in China.

Findings

Drawing on social identity theory, this study found that follower team identification partially mediates the relationship between servant leadership and employee creativity. In addition, results showed that horizontal collectivism moderates the relationship between servant leadership and follower team identification; the relationship was more positive when horizontal collectivism was high, rather than low; vertical collectivism also moderates the relationship between servant leadership and follower team identification; the relationship was more positive when vertical collectivism was low, rather than high. However, results of this study indicated that the moderated mediation effects of team identification on the relationship between servant leadership and employee creativity are nonsignificant.

Practical implications

First, this research affirmed the need to promote servant leadership in employment settings. Second, managers’ understandings of the instrumental role of servant leadership in showing interpersonal acceptance, offering encouragement and support and expressing trust would prove to be valuable because it could enhance employee creativity. Finally, the findings from this study should help managers gain a better understanding of the contextual factors.

Originality/value

The first contribution of the current study was to identify team identification as an important psychological process that can link servant leadership to employee creativity. Another important contribution of the current research was the identification of the boundary conditions (e.g. horizontal and vertical collectivism).

Details

Chinese Management Studies, vol. 14 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 10 October 2018

Peter Holdt Christensen and Torben Pedersen

The authors focus on how intra-organizational proximity influences the frequency of knowledge transfer in dyads, and the authors seek to balance the over-socialized and…

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Abstract

Purpose

The authors focus on how intra-organizational proximity influences the frequency of knowledge transfer in dyads, and the authors seek to balance the over-socialized and under-socialized perspectives of knowledge sharing by focusing on how proximity both indirectly (mediated by social relationships) and directly influences the frequency of knowledge sharing. Empirically, the authors analyze how proximity in a five-story building directly and indirectly influences the frequency of knowledge sharing.

Design/methodology/approach

As the authors were interested in exploring the frequency of knowledge sharing among individuals in knowledge sharing dyads, they used a survey to approach individuals directly and obtain information on the frequency of their knowledge sharing. The authors have complete data on 796 dyads on which they tested their hypotheses. Further, the physical distance in a dyad was measured as the walking distance (measured in meters) between individuals.

Findings

The authors first find that proximity positively affects the frequency of knowledge sharing indirectly through its promotion of social relationships. Second, it is noticeable that the direct relationship between proximity and knowledge sharing is stronger than the indirect via the promotion of social relationships. In sum, the authors’ results contribute to the knowledge sharing literature by emphasizing and clarifying how proximity both directly and indirectly influences knowledge sharing.

Research limitations/implications

This study has some limitations. First, this study only measured the frequency of knowledge sharing among individuals. Neither individual nor organizational outcomes of knowledge sharing were considered. Second, the authors did not distinguish between different channels for knowledge sharing, such as face-to-face or face-to-interface.

Practical implications

One practical implication is that knowledge sharing spanning, for instance, 50 m compared to knowledge sharing spanning 30 m may not necessarily require more resources, as the negative effect of 30 and 50 m distances is almost similar, as the negative effect of distance starts to fade out at 30 m. Another practical implication for the direct effect of proximity on knowledge sharing is that to foster knowledge sharing organizational practices need to create opportunities for employees to span both horizontal and vertical distances.

Originality/value

The authors’ results contribute to the knowledge sharing literature by empirically emphasizing and clarifying how intra-organizational proximity both directly and indirectly influences knowledge sharing.

Details

Journal of Knowledge Management, vol. 22 no. 8
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 11 November 2014

Birthe Soppe, Christian Lechner and Michael Dowling

The purpose of this paper is to investigate vertical interfirm relationships with direct competitors – also referred to as vertical “coopetition” – in entrepreneurial…

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Abstract

Purpose

The purpose of this paper is to investigate vertical interfirm relationships with direct competitors – also referred to as vertical “coopetition” – in entrepreneurial firms. Specifically, this study explores the reasons for why entrepreneurial firms engage in vertical coopetition and how they manage this particular type of interfirm relationship. The paper also shed light on the causes for termination of such delicate relational arrangements.

Design/methodology/approach

The research design is exploratory. The paper analyze data collected by a survey that was specifically designed for this study. Based on the findings, the paper developed theoretical propositions specifying the conditions under which entrepreneurial firms engage in coopetition, how it is managed, and how it can be sustained.

Findings

The findings show that coopetition is a ubiquitous phenomenon for entrepreneurial firms, and mainly arises out of a deliberate strategy. In contrast to large firms, entrepreneurial firms tend to manage coopetitive relationships in a central manner. Termination was common among firms facing high risk or when alternative strategies emerged.

Research limitations/implications

This study provides a fundamental theoretical and evidence-based discussion of vertical coopetition in young firms. By doing so, the authors advance theory development, offer important insights for entrepreneurs seeking to benefit from intercompetitor linkages, and highlight promising avenues for future research.

Originality/value

The paper makes several important contributions to the coopetition literature. The paper develop a definition of vertical coopetition and study the unique aspects associated with it. In contrast to most previous research in this area, the paper focus on entrepreneurial firms. The evidence-based analysis contributes to a better understanding of the reasons for entrepreneurial firms entering and terminating coopetitive arrangements as well as how they manage these types of collaborations. The paper develops theoretical propositions and generate novel insights into the dynamics and issues that arise with coopetition in entrepreneurial firms.

Details

Journal of Small Business and Enterprise Development, vol. 21 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

Article
Publication date: 5 April 2013

Stephen Kim, Namwoon Kim, Jae H. Pae and Leslie Yip

This study aims to examine the strategic implications and managerial outcomes of the concurrent use of cooperation and competition in vertical channel relationships.

3645

Abstract

Purpose

This study aims to examine the strategic implications and managerial outcomes of the concurrent use of cooperation and competition in vertical channel relationships.

Design/methodology/approach

This study employs a structured questionnaire to gather data regarding vertical channel relationships in China.

Findings

Whereas the academic literature has emphasized cooperation between channel members because of the interdependence between them, in reality, retailers may accept competition as just another part of doing business with suppliers.

Research limitations/implications

The outcome variables used may not be comprehensive. In particular, the authors choose the flexibility of channel resources to stand for private benefits and joint benefits to represent common benefits, and though these variables certainly represent the intended benefits of the ambidextrous strategy, it remains to be seen whether other benefits may emerge for the exchange parties in vertical relationships.

Practical implications

Using an ambidextrous strategy does not damage relationship quality, though it certainly does not enhance it. This view is based on the notion that an ambidextrous strategy at least does not harm either common or private benefits. Therefore, exchange parties using the ambidextrous strategy should not experience a relationship that is worse than that which results when they use cooperation or competition alone. The results of the current study indicate that this view reflects reality more accurately.

Originality/value

The value of the current study centers on the application of a conceptual framework regarding ambidextrous strategy to vertical channel relationships in a developing economy.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 May 1983

Torger Reve and Geir Gripsrud

Distribution research, both in Europe and in the United States, is fragmented into two seemingly disparate disciplinary orientations: an economic approach and an…

Abstract

Distribution research, both in Europe and in the United States, is fragmented into two seemingly disparate disciplinary orientations: an economic approach and an organisational approach. The former attempts to apply micro‐economic theory and industrial organisation analysis to the study of distribution systems, focusing on horizontal as well as vertical markets. The latter attempts to apply behavioural and organisational concepts and theories to vertical distribution channel phenomena. Typically, economic and organisational studies have made only occasional references to each other, and very little integration has been achieved. Sometimes the two approaches have been in rivalry, economic researchers ignoring organisational variables, and organisational researchers ignoring economic variables.

Details

International Journal of Physical Distribution & Materials Management, vol. 13 no. 5/6
Type: Research Article
ISSN: 0269-8218

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