Some antecedents of exclusivity in bilateral interorganizational relationships

In bilateral interorganizational relationships, individual firm's self-interest is subordinate to the larger interest of the collective system. Bilateral governance is facilitated by exclusivity under certain conditions. Exclusive relationships draw partners closer and improve coordination. However, exclusivity leads to a loss of flexibility in dealing with turbulent environments. We test relationships between exclusivity and antecedent variables from transaction-cost analysis, resource-dependence theory, and organization theory. We find that while relationship-specific investment calls for more exclusivity, interdependence and rapid technological change call for less. Further, in the computer and semiconductor industry, exclusivity is negatively related to perceived effectiveness. Hence exclusivity should be used judiciously in the management of bilateral interrorganizational relationships.     

Wind of change brought by COVID-19: Exploring the response and the new normal from the perspectives of Indian flexpatriates

Drawing from the positive organizational change theory, this paper aims to explore how Indian flexpatriates responded to the change brought by the pandemic of COVID-19 and what is the new normal according to them. Thematic analysis of 19 in-depth interviews with flexpatriates from the IT industry revealed four explicit phases of change process – reflection, communication, collaboration, and transformation. Further, the analysis brought out four tenets of the new normal. First, it is time to blend physical and virtual work; second, the “personal” touch of Indians in international assignments is irreplaceable; third, working from home amidst the entire household being housebound is the new normal; and last, international travel will resume soon with some changed protocols. This is the first qualitative study combining the issue of global talent management with Indian flexpatriates vis-à-vis the impact of COVID-19, the findings of which expand the positive organizational change theory and have important implications.