Utilizing Relational Governance in Export Relationships: Leveraging Learning and Improving Flexibility and Satisfaction

Exporting manufacturers that pursue international expansion via foreign distributors face a trade off. Their decision to utilize international distributors as a market entry mode reduces some risks; however, the manufacturers do not enjoy control of the foreign channel. Given heterogeneity in global environments and often a significant geopolitical separation between manufacturers and international distributors, the ability to control the behavior of channel partners is inherently reduced. Consequently, natural conditions for opportunistic behavior are created (Karunaratna & Johnson, 1997; Klein & Roth, 1990)

Cultivating learning and fostering flexibility in international distribution

Research examining the relationship among learning orientation, strategic flexibility, and performance is assessed in an international setting focused on exporting manufacturers involved in contractual relationships with foreign distributors. Adopting a learning orientation—developing skills in creating, acquiring, and transferring knowledge—has generally been believed to significantly impact performance. In the current research, however, the relationship between learning orientation and performance was not direct, but found to flow indirectly through strategic flexibility. The results suggest that learning orientation develops a set of firm capabilities, such as flexibility, that eventually lead to enhanced performance

Developing reverse logistics programs: A resource based view

Previous research proposes a six-process model for reverse logistics (RL) program design and execution. This manuscript advances RL related knowledge by incorporating the previous model into a broader theoretical framework, namely, the Resource Based View (RBV) of the firm. The current research employs exploratory techniques to investigate the applicability of RBV and its main tenants within the RL context. Based on in-depth interviews with 16 executives from seven different companies, the relationships among resources. RL capabilities, and RL competencies are explored

Strategic Orientation, Capabilities, And Performance In Manufacturer-3PL Relationships

This study examines how two dimensions of strategic orientation (customer and competitor orientation) influence logistics and market performance. Two capabilities, operational flexibility and collaboration, are studied. Data were collected from manufacturers working with third party logistics providers. The findings suggest that customer and competitor orientations have different influences upon performance when leveraged through the capabilities. Competitor orientation, while having a detrimental direct effect on logistics performance, appears to be the better strategic approach, when supported with operational flexibility since it results in enhanced logistics (efficiency) and market (effectiveness) performance. Customer orientation, on the other hand, greatly improves logistics performance, i.e., internal efficiency

International integration and coordination in MNEs: Implications for international management

- The focus theme International integration and coordination in MNEs—Implications for international management is introduced and the motivation for this focus issue theme is outlined. The premise of the theme is the notion that the nature of organizational response to heightened global dynamism has changed. It is argued that the managerial mechanisms or tools necessary to accomplish coordination tasks have changed accordingly. - The manuscripts included in this focused issue capture this perspective building conceptual and empirical contributions. These include cross-border knowledge transfer, global strategy implementation, IT integration as enabler of MNE-supplier responsiveness, intra-firm architectural network configuration, regional integration perspectives from Latin America and integration and coordination in the global factory

Value co-creation in an outsourcing arrangement between manufacturers and third-party logistics providers: Resource commitment, innovation and collaboration

Purpose – This paper aims to explore value co-creation between manufacturing firms and third-party logistics providers (3PLs). The specific focus is on resources and value co-creation with the aim to examine a set of relationships among the 3PL’s resource commitment, collaboration and innovation, and their performance outcomes. Design/methodology/approach – Survey data consisting of 142 UK manufacturing firms are used to study the 3PL and manufacturing customer value co-creation. The confirmatory factor model (CFA) and subsequent structural equation model were tested using EQS 6.1. Findings – The findings show that collaboration between the manufacturers and the 3PLs mediates the relationship between resource commitment and innovation, and performance. 3PLs are becoming much more of a collaborative partner which support the idea of value co-creation strategy. Research limitations/implications – The study is cross-sectional; temporal evolution of value co-creation should be studied in the future. Practical implications – When manufacturers and 3PLs collaborate to target efforts strategically, the 3PL’s resource commitment can be directed towards the development of new innovative approaches. Originality/value – The study contributes to the discussion of forms of co-creation, and theoretical frameworks which would enable us to understand how customers and other actors engage with the companies in collaborative value creation activities