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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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

The COVID-19 outbreak highlights that many supply chains are exposed to unforeseen disruptions, that risks are unavoidable, and that the international nature of supply chains can seriously disrupt normal operations. Therefore, the need for Supply Chain Resilience (SCRES) is more imperative than ever. Furthermore, collaboration in supply chains may have benefitted the response to the COVID-19 outbreak. The aim of this research is to gain a deeper understanding of how collaboration with both types of horizontal and vertical collaboration in the supply chain affects its resilience.

A thematic analysis of the literature is used to investigate the concepts of both vertical and horizontal collaboration and supply chain resilience separately, then integrating identified themes to understand the relationship between them through a thematic map.

The thematic analysis indicates that the more firms collaborate in the supply chain, the more resilient they will be. Furthermore, both horizontal and vertical collaboration between supply chain partners will enhance resilience. This relationship is positively moderated by governance in the partnership and negatively moderated by competition in the partnership.

This is one of the first papers to provide in-depth insights into how collaboration, with both types of horizontal and vertical collaboration, affects supply chain resilience. Neither of previous articles provide an understanding of how both types of collaboration enables supply chain resilience.

Much has been written on the effect of fast-moving business environments on organizational and supply chain (SC) management. Yet, empirical findings on the effect of changing external and internal contingencies on today’s globalized agrifood SC networks and performance are still fragmented into different organizational instruments, with some conflicting results remaining unexplained. This study aims to address these deficiencies by providing a comprehensive research framework to investigate how SC external and internal contingencies jointly influence organizational SC network structures and agrifood performance across mutually dependent tiers.

Using partial least squares structural equation modeling, the so-called “contingency–netchain–performance” framework, based on contingent resource-based theory and the netchain approach, was empirically tested on data obtained from a standardized survey of 405 artisanal producers and 238 processors in the Nigerian shrimp sector.

The results provide statistical evidence that supports the path dependency of firm performance from the interplay of vertical, horizontal and lateral relationships and, primordially, from both external and internal contingencies. The findings show that the contingency paradigm of fit among small-scale food producers and processors cuts across tiers and uncover a tendency to adopt relational governance and tighter network structures that result in an organic organization as the best-fitting structure.

The paper presents a new research framework that offers comprehensive empirical explanations for the joint influence of SC external and internal contingencies on organizational SC network structures and performance across mutually dependent agrifood tiers. This study’s conceptual, practical and policy implications for SC management provide a nascent and flexible basis on which to identify the best-fitting organizational strategies that maximize firm performance across agrifood SC tiers characterized by changing business environments.

The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage.

Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated.

Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist.

The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries.

Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation.

Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers.

Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

Managing a set of relationships to other firms is a complex task, since each relationship is likely to have consequences on the other ones. Highlights the co‐ordination of interorganizational ties during a process of internationalization, and the consequences that different types of relationships have on a firm’s overall relational marketing opportunities. Systematizes the relational issues that face a firm when the boundaries surrounding its home market network dissolve. Presents a framework which stresses four types of relationships and the interplay between them. Based on the notion that a firm must co‐ordinate the management of horizontal and vertical dependencies, and pursue new marketing opportunities while simultaneously safeguarding its original relations. Illustrates the significance of the framework and the interplay between the four relational issues, by the alliances presently developed by two Swedish food companies to organizations in other EU countries.

Traditionally the relationships between competitors in the industrial market have been based on competition. The network approach and literature about strategic alliances have provided new insights into cooperation between firms based on the value chain. The empirical findings from two in‐depth studies, the rack and pinion industry and the lining industry, show that a firm can be involved in four different types of horizontal relationships at the same time. Apart from relationships consisting of competition or cooperation, a firm can live in symbiosis by coexisting with other relationships, or being involved in a relationship simultaneously containing elements of both cooperation and competition. Consequently, a successful firm needs to focus on relationship management in order to achieve a portfolio consisting of the four types of relationships to other horizontal firms.

Although interorganizational relationships are acknowledged as positive for tourism, studies on the subject fail to systematically analyze the joint effects of relationships with different types of organizations. The purpose of this paper is to analyze the influence of the interaction between different types of interorganizational relationships over a hotel firm’s performance.

A structured questionnaire applied to hotel managers was used to assess hotel relationships. Hotel performance was assessed through Trip Advisor information. Structural equations modeling (SEM) was used for data analysis.

Results reveal that only relationships with other hotels had a significant influence on performance. The competition had a negative effect on hotel performance, as well as on horizontal and support organization relationships. Relationships with support organizations presented a significant effect on the formation of relationships between companies (horizontal and vertical) and mediated the negative effect of competition over horizontal relations.

Hotel relationships are idiosyncratic and path-dependent, hence monitoring and copying competitors’ relationships is not advisable. Hotels may improve their productive integration by relating with support organizations. From a destination management perspective, results show that support organizations facilitate interfirm relationships and productive integration within a destination.

The paper systematically analyzes the influence of different interorganizational relationships and competition on hotel performance. Empirical results contradict some aspects of networks and clusters. Some relationships may have positive effects on destinations, but not on hotel firms. Additionally, support organizations play a central role on interfirm relationship formation and maintenance.

集群或网络：组织间关系对巴西酒店绩效的影响Clú

但有关该主题的研究未能系统地分析与不同类型组织之间关系的联合影响。本文的目的是分析不同类型的组织间关系之间的相互作用对酒店公司绩效的影响。

应用于酒店经理的结构化问卷用于评估酒店关系。通过Trip Advisor信息评估了酒店的表现。使用结构方程建模 进行数据分析。

只有与其他酒店的关系才对业绩产生重大影响。竞争对酒店业绩以及横向e支持组织的关系都具有负面影响。与支持组织的关系对公司间关系有显着影响, 对竞争的中介作用对水平关系有负面影响。

本文系统地分析了不同组织间关系和竞争对酒店绩效的影响。实证结果与网络和集群的某些方面相矛盾。某些关系可能对目的地有利, 但对酒店公司却没有相同的影响。此外, 支持组织在公司间关系的形成和维护中起着核心作用。

因此建议不要监视和复制竞争对手的关系。酒店可以改善与支持组织有关的生产整合。从目的地管理的角度来看, 结果表明, 支持组织促进了旅游企业之间的关系以及目的地内的生产整合。

Clústeres o redes: la influencia de las relaciones interorganizacionales en el desempeño de los hoteles brasileños

Si bien las relaciones interorganizacionales se reconocen como positivas para el turismo, las investigaciones sobre el tema no logran analizar sistemáticamente los efectos conjuntos de las relaciones con diferentes tipos de organizaciones. El propósito de este artículo es analizar la influencia de la interacción entre diferentes tipos de relaciones interorganizacionales sobre el desempeño de la empresa hotelera.

se utilizó un cuestionario estructurado aplicado a los gerentes de hoteles para evaluar las relaciones con los hoteles. El desempeño del hotel se evaluó a través de la información de Trip Advisor. Se utilizó el Modelado de Ecuaciones Estructurales (SEM) para el análisis de datos.

los resultados revelan que solo las relaciones con otros hoteles tuvieron una influencia significativa en el rendimiento. La competencia tuvo un efecto negativo en el desempeño del hotel, así como en las relaciones horizontales de las organizaciones de apoyo electrónico. Las relaciones con las organizaciones de apoyo tienen un efecto significativo en las relaciones entre empresas y un efecto de mediación en la competencia, influencia negativa en las relaciones horizontales.

el documento analiza sistemáticamente la influencia de las diferentes relaciones interorganizacionales y la competencia en el desempeño del hotel. Los resultados empíricos contradicen algunos aspectos de redes y clústeres. Algunas relaciones pueden ser positivas para los destinos, pero no tener los mismos efectos para las empresas hoteleras. Además, las organizaciones de apoyo juegan un papel central en la formación y el mantenimiento de relaciones entre empresas.

las relaciones hoteleras son idiosincrásicas y dependen de la ruta, por lo que no es aconsejable monitorear y copiar las relaciones de la competencia. Los hoteles pueden mejorar su integración productiva relacionándose con las organizaciones de apoyo. Desde una perspectiva de gestión de destinos, los resultados muestran que las organizaciones de apoyo facilitan las relaciones entre empresas del turismo y la integración productiva dentro de un destino.

There are more scholars teaching and actively engaged in research associated with the Austrian School of Economics now than at any other time in its history. However, there is still something seriously wrong within the Austrian School and changes must be made both individually and collectively. In this piece, the author first discusses scientific progress with an emphasis on the individual behavior that is required to contribute to science, and the horizontal relationships that are required for the spread of ideas within a scientific community. Next, the author discusses the example of the Austrian school from 1950 to today in terms of these horizontal relationships within the profession and, in particular, in comparison with other mainline contributors during the same time period. The author then will address the multiplicity of horizontal relationships that might be explored as alternative discourse communities in the contemporary intellectual landscape. Lastly, the author concludes that the Austrian School of Economics must cultivate an explicit awareness of plausible, intrinsically interesting, and creative research agendas, and must therefore regard their work as a productive input into the ongoing research production of others within the broader community of economists and political economists.