Interdependent supply relationships as institutions: The role of HR practices

This paper aims to use institutional theory to explore the role of human resource (HR) practices as carriers in the evolution of interdependent supply relationships. Design/methodology/approach – This is a qualitative study of an inter-firm supply relationship where the two partners were interdependent as a result of a “closed loop” supply relationship. The paper explores the perspectives of employees at multiple levels within both partners, and collects pluralist evidence from 36 interviewees from both sides of the dyad. It collects documentary evidence such as minutes, contractual agreements and HR documents. This paper re-analyses the evidence from earlier work using an institutional theory framework. Findings – Using Scott's “three pillars” the paper shows that HR practices can act as carriers of regulative, normative and cultural-cognitive elements in interdependent supply relationships through both formal and informal mechanisms. Regulative elements were less evident, but could be fundamental in shaping the other two. A tension was found between institutional pressures at the inter- and intra-firm levels, an emergence of innovative practices and new routines at inter-organizational level, and an evolution over time that could involve a de-institutionalisation of the relationship as a result of internal priorities competing with the resource requirements of the supply relationship. Originality/value – The paper addresses the interface between OM and organisational theory. Areas are proposed where institutionalisation of a supply relationship can be strengthened or weakened. The findings further challenge the view of supply relationships as a “spectrum” in which progress is unidir

Characteristics of reciprocal dyadic supply relationships and related people management practices : a cross-case comparison of an inter- and an intra-firm context

EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Characteristics of Supply Relationships and related People Management Issues

A large body of research exists on inter-organisational relationships and related concepts such as partnerships and strategic alliances. This is sometimes criticised for too much attention paid to the antecedents rather than to the management stage. Thus, Spekman et al. (1998) state: “It would appear that while academics purport to understand the concept of alliance formation, the practice of alliance management continues to pose a significant challenge” (p.

The pervasive human resource picture in interdependent supply relationships

This paper aims to explore the influence of human resource (HR) practices in shaping inter-organisational supply relationships, and to describe the extent to which supply partners seek to adapt their internal HR practices to the external relationship. Design/methodology/approach - Inter-organisational relationships are known to be multi-dimensional in nature. Using seven dimensions to collect empirical evidence, the focus was on a dyadic supply relationship as the unit of analysis. A total of 48 interviews was undertaken from informants in both organisations. Findings - It is shown that the supply relationship tends to be taken for granted at operational levels, and not subject to the relatively high levels of strategic alignment to be found at senior levels in both organizations. Operational aspects of the relationship are tested primarily in failure mode when poorly prepared to respond, for example, as a result of facility breakdowns and quality problems. Inter-organisational HR practices were relatively weakly prioritised and - despite their acknowledged importance at operator level - were not clearly identified and supported in the way that intra-organisational practices were. Originality/value - An in-depth, operations-based study of HR practices has been undertaken in a reciprocally interdependent supply relationship from the perspectives of both partners

Characteristics of reciprocal dyadic supply relationships and related people management practices: a cross-case comparison of an inter- and an intra-firm context

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Coordinating supply relationships: rhetoric and reality

Two reciprocally interdependent, dyadic supply relationships – one inter- organizational, the other intra-organizational - were investigated across a broad front in this study. The focus was on the logistics relationship between supply partners, and on how these relationships were co-ordinated in practice. We probed co-ordination between the partners using four constructs – goal congruence, information sharing, co-ordination mechanisms and joint decision making. Based on these two studies, we propose that the process of mutual adjustment creates a ‘together-separate’ tension that has to be managed in practice. This process may lead to the development of new capabilities that transcend the boundaries of the firm: equally, it is a fragile process that may be thrown into reverse by a variety of factors such as people turnover and failure to maintain established coordination me

Revisiting black-box governance: The interface between product and inter-organizational integration

The purpose of the paper is to understand the determinants of collaboration in black-box governance mode, defined as partnering with a supplier during product development in which the supplier has complete component design responsibility. We disentangle the interplay between inter-organizational and product integration by employing a polar case study design in two electronics companies. We investigated six dyadic buyer-supplier relationships. The first case study provided evidence that product integration does not mirror inter-organizational integration. The second case study, which focused on understanding the inter-organizational integration dimension in a context of stable product integration, showed that keeping product integration stable in black-box projects did not eliminate the need for collaboration. The ways in which the supplier configures the internal architecture of the sub-components that constitute its component through product interfaces spilled over and created an additional need for inter- organizational integration, which is against the logic of black-box governance mode

Supply chain relationship strategy, human resource strategy and performance

International audienc