Pub Date : 2022-10-02DOI: 10.1080/26943980.2023.2217500
Émilie Bourdages
Abstract Researchers analyze interorganizational problems one at a time, at one level of analysis, and a specific point in time. Yet, interorganizational problems certainly appear in groups of interrelated problems that are nested across multiple levels of analysis and evolve over time. Moreover, analyzing problems independently hinders the ability to assess their relative importance. This study establishes key problems of interorganizational collaboration and highlights their timing. A multiple-case study was realized in the tourism industry. Twenty-eight semi-structured interviews, post-interview surveys, and secondary data allowed us to determine eight key interorganizational problems (interpersonal problems, lack of familiarity, cultural differences, roles and responsibilities problems, toxic work climate, inequity feeling, inappropriate governance, and passivity when problems arise). By using a multi-level and temporal analytical framework, our study contributes to the IOR literature in four ways: confirming problem nesting across levels of analysis, demonstrating greater problem diversity, highlighting relational problem dominance, and demonstrating lifecycle problem evolution.
{"title":"Key problems of interorganizational collaborations: A multi-level and temporal analysis","authors":"Émilie Bourdages","doi":"10.1080/26943980.2023.2217500","DOIUrl":"https://doi.org/10.1080/26943980.2023.2217500","url":null,"abstract":"Abstract Researchers analyze interorganizational problems one at a time, at one level of analysis, and a specific point in time. Yet, interorganizational problems certainly appear in groups of interrelated problems that are nested across multiple levels of analysis and evolve over time. Moreover, analyzing problems independently hinders the ability to assess their relative importance. This study establishes key problems of interorganizational collaboration and highlights their timing. A multiple-case study was realized in the tourism industry. Twenty-eight semi-structured interviews, post-interview surveys, and secondary data allowed us to determine eight key interorganizational problems (interpersonal problems, lack of familiarity, cultural differences, roles and responsibilities problems, toxic work climate, inequity feeling, inappropriate governance, and passivity when problems arise). By using a multi-level and temporal analytical framework, our study contributes to the IOR literature in four ways: confirming problem nesting across levels of analysis, demonstrating greater problem diversity, highlighting relational problem dominance, and demonstrating lifecycle problem evolution.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43140785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-02DOI: 10.1080/26943980.2023.2178576
Wen-Shinn Low, Jeng-Da Lee
Abstract This study examines three moderators—product life cycle, relationship duration, and guanxi—for their effects on the use of subtle coercive power in supplier–distributor dyads. Based on data from Computer, Communication, and Consumer Electronics (3C) distributors in northern Taiwan, these factors are shown to moderate the relationships between coercive influence strategies and two types of satisfaction. Specifically, if a product is in its mature stage and the firm has a short-duration relationship with its channel partners, the use of coercive actions strengthens the economic satisfaction of the channel members. A low level of guanxi with a supplier firm weakens the negative relationship between coercive strategies and both economic and social satisfaction. The findings of this study suggest that in channel management, punitive acts can achieve economic and social outcomes through informal interactions outside of exchange relationships.
{"title":"Less painful punitive actions: Moderating effects of the relationship between coercive influence strategies and satisfaction on channel dyads","authors":"Wen-Shinn Low, Jeng-Da Lee","doi":"10.1080/26943980.2023.2178576","DOIUrl":"https://doi.org/10.1080/26943980.2023.2178576","url":null,"abstract":"Abstract This study examines three moderators—product life cycle, relationship duration, and guanxi—for their effects on the use of subtle coercive power in supplier–distributor dyads. Based on data from Computer, Communication, and Consumer Electronics (3C) distributors in northern Taiwan, these factors are shown to moderate the relationships between coercive influence strategies and two types of satisfaction. Specifically, if a product is in its mature stage and the firm has a short-duration relationship with its channel partners, the use of coercive actions strengthens the economic satisfaction of the channel members. A low level of guanxi with a supplier firm weakens the negative relationship between coercive strategies and both economic and social satisfaction. The findings of this study suggest that in channel management, punitive acts can achieve economic and social outcomes through informal interactions outside of exchange relationships.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47493804","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-02DOI: 10.1080/26943980.2023.2231935
T. Dean, D. Griffith
Abstract Building strong relationships is central to the development and maintenance of effective industrial channels. However, while the relationship marketing literature is vast, our understanding of how multidyadic industrial channels impact relationship marketing models is limited. As many OEM supplier relationships are formed via component supplier specification by its industrial buyer, where freedom to enter and exit a relationship is externally restricted, the current relationship marketing literature is somewhat limited in explaining these relationships. This study examines the underlying differences in relationship marketing across the cases of component supplier specification and non-component supplier specification. We discuss key relationship variable differences across cases within the phases of relationship development, and the extant relationship marketing literature. We then present a research agenda for advancing our understanding of multidyadic industrial channels.
{"title":"Relationship marketing variation in multidyadic industrial channels with component supplier specification","authors":"T. Dean, D. Griffith","doi":"10.1080/26943980.2023.2231935","DOIUrl":"https://doi.org/10.1080/26943980.2023.2231935","url":null,"abstract":"Abstract Building strong relationships is central to the development and maintenance of effective industrial channels. However, while the relationship marketing literature is vast, our understanding of how multidyadic industrial channels impact relationship marketing models is limited. As many OEM supplier relationships are formed via component supplier specification by its industrial buyer, where freedom to enter and exit a relationship is externally restricted, the current relationship marketing literature is somewhat limited in explaining these relationships. This study examines the underlying differences in relationship marketing across the cases of component supplier specification and non-component supplier specification. We discuss key relationship variable differences across cases within the phases of relationship development, and the extant relationship marketing literature. We then present a research agenda for advancing our understanding of multidyadic industrial channels.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48833379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/26943980.2022.2129545
M. Kleinaltenkamp, Andreas Eggert, Vishal Kashyap, Wolfgang Ulaga
Abstract Customer-perceived value is a key concept in inter-organizational relationships. As markets and business practices have evolved, there is growing need for an updated value conceptualization that acknowledges contemporary developments and reflects the state-of-the-art of research on business markets and inter-organizational relationships. The authors identify gaps in established conceptualizations of customer-perceived value in business markets. Then, drawing on the behavioral theory of the firm and theory of goal-directed behavior, they adapt and combine different value perspectives that suggest nine foundational premises (FPs), underlying how business customers perceive value. This assessment results in a typology of value concepts that differentiates between (1) individual and collective value, (2) expected and experienced value, and (3) transactional and relational value perceptions. Against this backdrop, this article offers a rich set of questions to guide continued research on value in business markets in general as well as on the complex interplay of the various value concepts.
{"title":"Rethinking customer-perceived value in business markets from an organizational perspective","authors":"M. Kleinaltenkamp, Andreas Eggert, Vishal Kashyap, Wolfgang Ulaga","doi":"10.1080/26943980.2022.2129545","DOIUrl":"https://doi.org/10.1080/26943980.2022.2129545","url":null,"abstract":"Abstract Customer-perceived value is a key concept in inter-organizational relationships. As markets and business practices have evolved, there is growing need for an updated value conceptualization that acknowledges contemporary developments and reflects the state-of-the-art of research on business markets and inter-organizational relationships. The authors identify gaps in established conceptualizations of customer-perceived value in business markets. Then, drawing on the behavioral theory of the firm and theory of goal-directed behavior, they adapt and combine different value perspectives that suggest nine foundational premises (FPs), underlying how business customers perceive value. This assessment results in a typology of value concepts that differentiates between (1) individual and collective value, (2) expected and experienced value, and (3) transactional and relational value perceptions. Against this backdrop, this article offers a rich set of questions to guide continued research on value in business markets in general as well as on the complex interplay of the various value concepts.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45053383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/26943980.2022.2086660
Jia Li, Sunah Kim
Abstract Manufacturer returns, or buyback, have been increasingly observed in manufacturer-retailer channels. Using proprietary contract and sales data, this study empirically examines two key questions associated with buyback: (1) why does a manufacturer offer buyback to a retailer and (2) how are a manufacturer’s buyback decisions associated with its own and a downstream retailer’s marketing strategies? The existing research on the topic has been dominated by theoretical work. Instead, we use rich data to provide validations for the analytical models, as well as new insights above and beyond what is known from them. Our empirical findings suggest that buyback plays multiple critical roles simultaneously for a manufacturer, including risk-sharing role and informational role. Our results also show that whether a manufacturer offers buyback to the retailer is significantly associated with its own and the retailer’s pricing, promotion, and inventory decisions. Furthermore, the impacts vary across product categories that exhibit distinct characteristics.
{"title":"Manufacturer returns: An empirical study","authors":"Jia Li, Sunah Kim","doi":"10.1080/26943980.2022.2086660","DOIUrl":"https://doi.org/10.1080/26943980.2022.2086660","url":null,"abstract":"Abstract Manufacturer returns, or buyback, have been increasingly observed in manufacturer-retailer channels. Using proprietary contract and sales data, this study empirically examines two key questions associated with buyback: (1) why does a manufacturer offer buyback to a retailer and (2) how are a manufacturer’s buyback decisions associated with its own and a downstream retailer’s marketing strategies? The existing research on the topic has been dominated by theoretical work. Instead, we use rich data to provide validations for the analytical models, as well as new insights above and beyond what is known from them. Our empirical findings suggest that buyback plays multiple critical roles simultaneously for a manufacturer, including risk-sharing role and informational role. Our results also show that whether a manufacturer offers buyback to the retailer is significantly associated with its own and the retailer’s pricing, promotion, and inventory decisions. Furthermore, the impacts vary across product categories that exhibit distinct characteristics.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49391654","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/26943980.2022.2106338
Brooke Reavey, B. Dimitrova, Trina larsen Andras
Abstract Interaction orientation is a key element in modern marketing practices because it emphasizes focusing on individual customers as opposed to emphasizing customer segments. However, the majority of the literature has examined its use only in a B2C context rather than in a B2B context. Interaction orientation is comprised of several components: customer concept, interaction response capacity and customer empowerment. To help improve our understanding of interaction orientation in a B2B context, we decompose the components and utilize PLS-SEM analysis to identify how each component influences satisfaction with export performance. We also investigate how the degree to which the exporter and importer have complementary capabilities influences the firm’s customer concept. Finally, we examine the moderating effect of exporter intensity on the relationship between the customer concept and satisfaction with export performance. Using a novel dataset based on a survey of 92 export managers in an emerging market, Romania, we find that the decomposed interaction orientation components have distinct effects on satisfaction with export performance. Specifically, we find that interaction response capacity positively influences customer empowerment, which in turn positively influences the customer concept. Moreover, the customer concept positively influences complementarity of capabilities, which is positively related to satisfaction with export performance. Our results further show that exporter intensity has a positive moderating effect on the relationship between the customer concept and satisfaction with export intensity. The theoretical and managerial implications of our findings are also discussed.
{"title":"How do the various components of interaction orientation affect export performance?","authors":"Brooke Reavey, B. Dimitrova, Trina larsen Andras","doi":"10.1080/26943980.2022.2106338","DOIUrl":"https://doi.org/10.1080/26943980.2022.2106338","url":null,"abstract":"Abstract Interaction orientation is a key element in modern marketing practices because it emphasizes focusing on individual customers as opposed to emphasizing customer segments. However, the majority of the literature has examined its use only in a B2C context rather than in a B2B context. Interaction orientation is comprised of several components: customer concept, interaction response capacity and customer empowerment. To help improve our understanding of interaction orientation in a B2B context, we decompose the components and utilize PLS-SEM analysis to identify how each component influences satisfaction with export performance. We also investigate how the degree to which the exporter and importer have complementary capabilities influences the firm’s customer concept. Finally, we examine the moderating effect of exporter intensity on the relationship between the customer concept and satisfaction with export performance. Using a novel dataset based on a survey of 92 export managers in an emerging market, Romania, we find that the decomposed interaction orientation components have distinct effects on satisfaction with export performance. Specifically, we find that interaction response capacity positively influences customer empowerment, which in turn positively influences the customer concept. Moreover, the customer concept positively influences complementarity of capabilities, which is positively related to satisfaction with export performance. Our results further show that exporter intensity has a positive moderating effect on the relationship between the customer concept and satisfaction with export intensity. The theoretical and managerial implications of our findings are also discussed.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45207755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/26943980.2022.2100859
Henry Ataburo, E. K. Anin, Getrude Effah Ampong, A. S. Muntaka
Abstract Conventional wisdom suggests that market forces such as competitor aggressiveness and competitor innovativeness induce supply chain responsiveness. However, this assertion does not only lack empirical evidence but also the mechanisms that explain the supply chain responsiveness effects of market forces are under-theorized. Drawing on the contingency–capability perspective, this research develops and tests the argument that customer integration is a critical boundary-spanning capability that translates competitor aggressiveness and innovativeness into enhanced supply chain responsiveness. Empirical results based on survey data from 117 firms in Ghana reveal that both market forces are not directly related to supply chain responsiveness. Additional results, however, show that customer integration mediates the competitor aggressiveness and innovativeness-supply chain responsiveness relationships. In contributing to the limited knowledge of the determinants of responsive supply chains, this article shows that external environmental factors are essential but might be insufficient for accounting for the heterogeneity in supply chain responsiveness.
{"title":"Competitor actions, customer integration, and supply chain responsiveness: A contingency–capability-based view","authors":"Henry Ataburo, E. K. Anin, Getrude Effah Ampong, A. S. Muntaka","doi":"10.1080/26943980.2022.2100859","DOIUrl":"https://doi.org/10.1080/26943980.2022.2100859","url":null,"abstract":"Abstract Conventional wisdom suggests that market forces such as competitor aggressiveness and competitor innovativeness induce supply chain responsiveness. However, this assertion does not only lack empirical evidence but also the mechanisms that explain the supply chain responsiveness effects of market forces are under-theorized. Drawing on the contingency–capability perspective, this research develops and tests the argument that customer integration is a critical boundary-spanning capability that translates competitor aggressiveness and innovativeness into enhanced supply chain responsiveness. Empirical results based on survey data from 117 firms in Ghana reveal that both market forces are not directly related to supply chain responsiveness. Additional results, however, show that customer integration mediates the competitor aggressiveness and innovativeness-supply chain responsiveness relationships. In contributing to the limited knowledge of the determinants of responsive supply chains, this article shows that external environmental factors are essential but might be insufficient for accounting for the heterogeneity in supply chain responsiveness.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44818437","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-02DOI: 10.1080/26943980.2022.2071580
David Gilliland
With the launch of the Journal of Inter-Organizational Relationships comes the opportunity to assess the interorganizational research domain and provide some introductory thoughts to scholars in the field. My comments come after a strong consideration of the state of the domain and are offered as research questions that might be pursued. While all research questions must be balanced with the demands of data and methodological rigor, it helps to have targets to “solve” the questions in this exciting field raised by practitioners and researchers alike. A key element of any study of inter-organizational relationships is often governance, or the attempts to control dyadic and network partnerships. The study of governance has anchored our most robust (and most mature) theories, such as transaction cost analysis (Rindfleisch & Heide, 1997), agency theory (Eisenhardt, 1988), relational exchange (Macneil, 1980), trust and commitment theory (Morgan & Hunt, 1994), power dependence theory (Frazier et al., 1989), organizational control theory (Ouchi, 1979), and governance theory (Heide, 1994). The understanding and use of these governance theories and others has followed the familiar path of theoretical explication ! quantitative testing ! replication. The result of scholars’ efforts have been broad and substantive understanding of the various aspects of control. Thus, where, from here? In what way might we make significant contributions to the field? To begin to address this over-broad topic, I offer six research questions that may serve as an agenda for investigation.
随着《组织间关系杂志》的推出，有机会评估组织间研究领域，并为该领域的学者提供一些介绍性想法。我的评论是在对该领域的状况进行了认真考虑后发表的，并作为可能寻求的研究问题提出。虽然所有的研究问题都必须与数据和方法严谨性的要求相平衡，但有目标来“解决”从业者和研究人员在这个令人兴奋的领域提出的问题是有帮助的。任何组织间关系研究的一个关键要素通常是治理，或控制二元和网络伙伴关系的尝试。治理研究奠定了我们最稳健（也是最成熟）的理论，如交易成本分析（Rindfleisch&Heide，1997）、代理理论（Eisenhardt，1988）、关系交换（Macneil，1980）、信任和承诺理论（Morgan&Hunt，1994）、权力依赖理论（Frazier et al.，1989）、组织控制理论（Ouchi，1979）和治理理论（Heide，1994）。对这些治理理论和其他治理理论的理解和使用遵循了熟悉的理论阐释路径！定量测试！复制。学者们努力的结果是对控制的各个方面有了广泛而实质性的理解。因此，在哪里，从这里？我们可以以何种方式对该领域作出重大贡献？为了开始讨论这个过于宽泛的话题，我提出了六个研究问题，这些问题可以作为调查的议程。
{"title":"Toward a research agenda","authors":"David Gilliland","doi":"10.1080/26943980.2022.2071580","DOIUrl":"https://doi.org/10.1080/26943980.2022.2071580","url":null,"abstract":"With the launch of the Journal of Inter-Organizational Relationships comes the opportunity to assess the interorganizational research domain and provide some introductory thoughts to scholars in the field. My comments come after a strong consideration of the state of the domain and are offered as research questions that might be pursued. While all research questions must be balanced with the demands of data and methodological rigor, it helps to have targets to “solve” the questions in this exciting field raised by practitioners and researchers alike. A key element of any study of inter-organizational relationships is often governance, or the attempts to control dyadic and network partnerships. The study of governance has anchored our most robust (and most mature) theories, such as transaction cost analysis (Rindfleisch & Heide, 1997), agency theory (Eisenhardt, 1988), relational exchange (Macneil, 1980), trust and commitment theory (Morgan & Hunt, 1994), power dependence theory (Frazier et al., 1989), organizational control theory (Ouchi, 1979), and governance theory (Heide, 1994). The understanding and use of these governance theories and others has followed the familiar path of theoretical explication ! quantitative testing ! replication. The result of scholars’ efforts have been broad and substantive understanding of the various aspects of control. Thus, where, from here? In what way might we make significant contributions to the field? To begin to address this over-broad topic, I offer six research questions that may serve as an agenda for investigation.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48217258","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-02DOI: 10.1080/26943980.2021.1984364
Harash J. Sachdev
Abstract Governance mechanisms are examined within the context of material transaction (vendor-manufacturer governance form) and logistics transactions (vendor-third-party-logistician-manufacturer governance form). Using arguments from dynamic capability proponents, the effect of governance mechanisms (trust, commitment, and flexibility) on logistics capability is found to be contingent on the interactive governance forms. Sampling organizations from material and logistics transactions in a business-to-business setting, financial performance outcomes are a joint function of the governance mechanisms deployed in these transactions.
{"title":"Material and accompanying logistics transactions: Collaboration and coordination issues","authors":"Harash J. Sachdev","doi":"10.1080/26943980.2021.1984364","DOIUrl":"https://doi.org/10.1080/26943980.2021.1984364","url":null,"abstract":"Abstract Governance mechanisms are examined within the context of material transaction (vendor-manufacturer governance form) and logistics transactions (vendor-third-party-logistician-manufacturer governance form). Using arguments from dynamic capability proponents, the effect of governance mechanisms (trust, commitment, and flexibility) on logistics capability is found to be contingent on the interactive governance forms. Sampling organizations from material and logistics transactions in a business-to-business setting, financial performance outcomes are a joint function of the governance mechanisms deployed in these transactions.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44907106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-02DOI: 10.1080/26943980.2022.2061271
{"title":"Call for papers for a special issue—The governance of new inter-organizational relationships: Coordination, collaboration, and control","authors":"","doi":"10.1080/26943980.2022.2061271","DOIUrl":"https://doi.org/10.1080/26943980.2022.2061271","url":null,"abstract":"","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41784429","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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