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Abstract

Details

SDG17: Partnerships for the Goals: Strengthening Implementation Through Global Cooperation
Type: Book
ISBN: 978-1-78769-315-9

Article
Publication date: 27 June 2022

Sara Dassouli, Virginia Bodolica, Harit Satt and Mohamed M'hamdi

This paper aims to examine the specific role that partnerships play in the relationship between adaptation strategy, international experience, and export performance of…

Abstract

Purpose

This paper aims to examine the specific role that partnerships play in the relationship between adaptation strategy, international experience, and export performance of handicraft firms in an emerging country setting. The authors' purpose is to identify the key factors that may contribute to the success of export activities of small handicraft companies in international markets.

Design/methodology/approach

Drawing on a non-probability sampling technique, the authors collected survey data from 410 handicraft companies located in Morocco. The authors' conceptual model, which draws on the network theory, was tested using covariance-based Structural Equation Modeling by means of AMOS 24 Software.

Findings

The results indicate that adaptation marketing strategy and partnerships impact positively the export performance of handicraft firms. Partnerships also play an intermediary role by partially (fully) mediating the relationship between adaptation strategy (international experience) and export performance.

Practical implications

This study may assist marketers and entrepreneurs in handicraft companies to better understand the causal relationship between adaptation strategy, marketing experience and export performance of entrepreneurs' firms. Managers in these companies should be aware of the importance that partnerships play in boosting the export performance through marketing practices and experience.

Originality/value

The authors' paper contributes to the scant literature on the adaptation marketing strategy and export performance and the intermediary role of partnerships in the specific context of handicraft businesses operating in North African emerging markets, namely Morocco.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 5 July 2022

Xhavit Islami

The purpose of this paper is to examine the mediating role of strategic supplier partnership and moderating role of information sharing (IS), in the relationship between…

Abstract

Purpose

The purpose of this paper is to examine the mediating role of strategic supplier partnership and moderating role of information sharing (IS), in the relationship between lean manufacturing and firms’ financial performance (FP).

Design/methodology/approach

Utilizing the contingency approach, this study develops a research model to validate the proposition that a proper integration of supply chain (SC) practices enhances the financial performance of the firm. The study uses data from one hundred and fifty-seven manufacturing firms. The results are generated on structural equation modeling (SEM) using AMOS software.

Findings

The study finds that strategic supplier partnership partially mediates the relationship between lean manufacturing and FP, whereas, empirically, it could not demonstrate that IS significantly moderates the relationship between lean manufacturing and FP.

Practical implications

The paper theoretically develops logic for and empirically shows that strategic supplier partnership is an appropriate practice for mediating the impact of lean manufacturing on FP.

Originality/value

This strategic supply chain integration contributes to theory and demonstrates that SC practices’ correct synchronization and orchestration may realize superior FP. In addition, this research provides a sustainable strategic SC model that creates value and provides a competitive advantage for firms in the long term.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Open Access
Article
Publication date: 27 May 2022

Paul Wankah, Mylaine Breton, Carolyn Steele Gray and James Shaw

The purpose of this paper was to develop deeper insights into the practices enacted by entrepreneurial healthcare managers to enhance the implementation of a partnership

Abstract

Purpose

The purpose of this paper was to develop deeper insights into the practices enacted by entrepreneurial healthcare managers to enhance the implementation of a partnership logic in integrated care models for older adults.

Design/methodology/approach

A multiple case study design in two urban centres in two jurisdictions in Canada, Ontario and Quebec. Data collection included 65 semi-structured interviews with policymakers, managers and providers and analysis of key policy documents. The institutional entrepreneur theory provided the theoretical lens and informed a reflexive iterative data analysis.

Findings

While each case faced unique challenges, there were similarities and differences in how managers enhanced a partnership’s institutional logic. In both cases, entrepreneurial healthcare managers created new roles, negotiated mutually beneficial agreements and co-located staff to foster inter-organisational partnerships between public, private and community organisations in the continuum of care for older adults. In addition, managers in Ontario secured additional funding, while managers in Quebec organised biannual meetings and joint training to enhance inter-organisational partnerships.

Originality/value

This study has two main implications. First, efforts to enhance inter-organisational partnerships should strategically include institutional entrepreneurs. Second, successful institutional changes may be supported by investing in integrated implementation strategies that target roles of staff, co-location and inter-organisational agreements.

Details

Journal of Health Organization and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 April 2006

Kathleen D. Shinners

The purpose of this study is to examine how a university and public school partnership was structured regarding the partners' contribution and leadership roles within the…

1025

Abstract

Purpose

The purpose of this study is to examine how a university and public school partnership was structured regarding the partners' contribution and leadership roles within the partnership.

Design/methodology/approach

Data were collected over a four‐year period that involved faculty and graduate students (K‐12 fellows), with students and teachers in selected public schools in Rhode Island and a regional university. The data were analyzed by examining mutuality characteristics, the level of partner involvement, as well as the influence of leadership on the project's success.

Findings

Over time, it was clear that leadership emerged at the partner level, where skills and strategies were developed to support partnership goals.

Originality/value

This research presents the variance experienced by partners as to their level of involvement and the importance leadership played as a means of guiding the partnership through several stages of maturation, resulting in an enduring relationship among partners. Leadership and partnerships at school and university level can learn from the lessons found in this study and apply them to their own environments.

Details

International Journal of Educational Management, vol. 20 no. 3
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 6 September 2018

Olumide Adisa

While there is a rich literature on the role of partnerships between statutory agencies and third sector organisations for public service delivery in health and social…

Abstract

Purpose

While there is a rich literature on the role of partnerships between statutory agencies and third sector organisations for public service delivery in health and social care, the evidence base on, partnerships between community-based groups and charities for older people in the UK is lacking. Drawing on quantitative and qualitative data, the purpose of this paper is to examines partnerships within 46 live at home (LAH) schemes. These schemes were specifically designed to tackle isolation and promote independence and wellbeing by providing a wide range of activities, based on the needs of its members.

Design/methodology/approach

This study is based on an online survey of 46 LAH schemes and face-to-face interviews with seven scheme managers to capture data on the various partnership initiatives within the LAH schemes.

Findings

Third sector partnerships for older people varied by type – formal, semi-formal and informal. In addition, third sector partnership working fosters the achievement of clear outcomes for older people who LAH and could be a mechanism for building social capital in communities. The study also identified barriers to developing third sector partnerships within this context. Mapping existing partnerships in LAH schemes were considered to be useful in engaging with partners. LAH scheme managers were better able to identify partnerships that could be deepened and broadened, depending on the desired outcomes.

Originality/value

To the author’s knowledge, there are few studies on third sector partnership working in LAH schemes for older people. According to Age UK, there are 1.2m chronically lonely older people in the UK. Over half of all people aged 75 and over live alone (ONS, 2015). Loneliness and social isolation in later life are considered to be two of the largest health concerns we face. Scaling up these third sector partnerships may offer a credible way to shore up support for older people who live alone or want to live at home.

Details

Working with Older People, vol. 22 no. 3
Type: Research Article
ISSN: 1366-3666

Keywords

Article
Publication date: 6 November 2007

Lee Li and Gongming Qian

The past decade has witnessed the growing importance of partnerships by small and medium‐sized enterprises (SMEs). Yet, despite the popularity and presumed strategic

1850

Abstract

Purpose

The past decade has witnessed the growing importance of partnerships by small and medium‐sized enterprises (SMEs). Yet, despite the popularity and presumed strategic importance of partnerships, partnerships by SMEs often fail and many SMEs turn to self‐reliance operation modes. This study explores industry and firm factors which affect SMEs's choices between partnerships and self‐reliance operation modes. Identification of these factors has important managerial implications for SMEs in their fights to overcome resource and competence limitations.

Design/methodology/approach

The authors collected data from 68 sample firms and ran regression models to test the propositions.

Findings

SMEs in technology industries should form partnerships. SMEs that are seeking foreign markets should form partnerships to pool their resources and manage diversities, whereas SMEs that focus on their home markets should use self‐reliance operation modes. International expansion requires substantial resources, including country‐specific knowledge. SMEs may not have sufficient resources to overcome market entry barriers and may have to seek resources from external sources. Partnerships are not appropriate for SMEs that focus on market niches. Age places severe constraints on whether an SME should form a partnership or remain self‐reliant. Young SMEs may rely on partnerships to outsource while established SMEs may be uninterested in partnerships. Finally, SMEs that enjoy first mover advantages should not rely too much on partnerships for external resources. In contrast, SMEs that do not enjoy first mover advantages can take partnerships as an important source of external resources.

Originality/value

The findings of this study make important contributions to the existing strategy literature. The study identifies contextual impacts that affect SMEs' choices between partnerships and self‐reliance modes and thus explain why partnerships work for some SMEs but not others. The findings of the study also provide managers with practical guidance as to how to make strategic decisions on partnerships

Details

Journal of Business Strategy, vol. 28 no. 6
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 August 2007

Ailsa Cook, Alison Petch, Caroline Glendinning and Jon Glasby

Successful development of health and social care partnerships is contingent on the contribution of all stakeholder groups to overcome the ‘wicked’ issues that beset the…

Abstract

Successful development of health and social care partnerships is contingent on the contribution of all stakeholder groups to overcome the ‘wicked’ issues that beset the field. This article explores four key issues, identified by a network of diverse stakeholders as vital to the future of health and social care partnerships, and proposes ways in which individuals and organisations from all stakeholder groups can support health and social care organisations to work together to deliver good outcomes to service users and their carers.

Details

Journal of Integrated Care, vol. 15 no. 4
Type: Research Article
ISSN: 1476-9018

Keywords

Article
Publication date: 1 April 1996

Julie J. Gentry

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is…

2052

Abstract

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.

Details

International Journal of Physical Distribution & Logistics Management, vol. 26 no. 3
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 1 August 2008

Helen Dickinson and Jon Glasby

The personalisation agenda currently appears as a key strand of the Government's approach to health and social care services. On the face of it this offers an exciting new…

Abstract

The personalisation agenda currently appears as a key strand of the Government's approach to health and social care services. On the face of it this offers an exciting new future where service users drive the way services are joined up, which for some may be welcome given the paucity of evidence to show that the organisationally‐driven partnership working of the past decade has delivered real and tangible outcomes for service users. There is some suggestion that in the future any talk about partnerships will be about this citizen‐state interaction, rather than one between health and social care agencies. This paper argues that there is a real danger in suggesting that personalisation negates the need for health and social care agencies to work together in partnership; instead this interface is more imperative than ever. In this paper we provide an overview of the debates around personalisation and partnership and set out the case why partnership should not be forgotten, and indeed will be key, in the success of the personalisation agenda.

Details

Journal of Integrated Care, vol. 16 no. 4
Type: Research Article
ISSN: 1476-9018

Keywords

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