THE MEASURING FRAMEWORK OF OUTSOURCING SUCCESS: A SOCIAL EXCHANGE PERSPECTIVE

Outsourcing has become a buzz word in strategic management as the competition of modern business is the competition among business networks. The reviews on the measure of outsourcing success are conceptually fragmented due to different theories that have been applied in different studies. The overall aim of this paper is to develop an integrated framework in measuring the performance of services outsourcing. The framework is derived from Social Exchange Theory. Each party responsibility in dyadic relationship over outsourcing success is examined. This is followed by the identification of the mediating effect of compatibility between partners, and moderating effect of partnership quality to the aforementioned relationship. Outsourcing performance is proposed to be evaluated from the perspectives of tactical, strategic and behavioral dimensionsBuyer related factors, Compatibility, Outsourcing, and Partnership quality, Services ,Supplier related factors

Managing buyer experience in a buyer–supplier relationship in MSMEs and SMEs

Monitoring buyer experience provides competitive advantages for suppliers as buyers explore the market before reaching a salesperson. Still, not many B2B suppliers monitor their buyers’ expectations throughout their procurement journey, especially in MSMEs and SMEs. In addition, the inductive research on evaluating buyer experience in buyer–supplier relationships is minimal, leaving an unexplored research area. This study explores antecedents of buyer experience during the buyer–supplier relationship in MSMEs and SMEs. Further, we investigate the nature of the influence of extracted precursors on the buyer experience. Firstly, we obtain the possible antecedents from the literature on buyer–supplier experience and supplier selection criteria. We also establish hypotheses based on transaction cost theory, resource-based view (RBV), and information processing view. Secondly, we employ an investigation based on the social media analytics-based approach to uncover the antecedents of buyer experience and their nature of influence on MSMEs and SME suppliers. We found that buyer experience is influenced by sustainable orientation, management capabilities (such as crisis management and process innovation), and suppliers’ technology capabilities (digital readiness, big data analytical capability)

Organizational Culture and Relationship Skills

While both the strategic management and the network literature recognize the importance of inter-firm relationships for explaining competitive advantage, the question why firms differ in their ability to benefit from these relationships is rarely addressed.This paper aims to begin to fill this gap in the literature. We argue that organizational culture is an important factor influencing the relationship skills of a firm, defined as a firm s ability to manage its ties with other firms, whether these are customers, suppliers, or service providers. We assume relationship skills to be especially relevant for the formation and maintenance of close and durable transaction ties.We test our model on a dataset of 127 Dutch inter-firm relations and find general support.Specifically, we find that firms with organizational cultures characterized by an orientation towards stability and predictability, a positive orientation towards innovation, and not characterized by a strong focus on immediate results, score high on relationship skills.Relationship skills, in turn, are found to have a positive influence on the outcomes of inter-firm relationships in terms of learning, achieving innovations and gaining new contacts, but not in terms of immediate (financial) results.corporate culture;interorganizational relations;networks;strategic management;stability;alliance;Netherlands

What Matters to Whom? Managing Trust Across Multiple Stakeholder Groups

Trust has been widely recognized as a key enabler of organizational success. Prior research on organizational trust, however, has not distinguished between the potentially varying bases of trust across different stakeholder groups (e.g., employees, clients, investors, etc.). We develop a framework that distinguishes among organizational stakeholders along two dimensions: intensity (high or low) and locus (internal or external). The framework also helps to identify which of six potential antecedents of trust (benevolence, integrity, competence, reliability, transparency, and identification) will be relevant to which type of stakeholder. We test the predictions of our framework using survey responses from 1,296 respondents across four stakeholder groups from four different organizations. The results reveal that different antecedents of trust are indeed relevant for different stakeholder types, and provide strong support for the validity of the intensity and locus dimensions. This publication is Hauser Center Working Paper No. 39. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Upgrading strategies in global furniture value chains

Abstract not available

Investigating the impact of networking capability on firm innovation performance:using the resource-action-performance framework

The author's final peer reviewed version can be found by following the URI link. The Publisher's final version can be found by following the DOI link.Purpose The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry. Design/methodology/approach Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses. Findings The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance. Originality/value Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research