Do professional service firms benefit from customer and supplier collaborations in competitive,turbulent environments? |
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| Institution: | 1. School of Business and Management, Queen Mary University of London, Bancroft Building, Mile End Road, London E1 4NS, United Kingdom;2. Tasmanian School of Business and Economics, University of Tasmania, Private Bag 84, Hobart TAS 7001, Australia;3. Newcastle University Business School, Newcastle University, 5 Barrack Road, Newcastle upon Tyne NE1 4SE, United Kingdom;1. Vernon, CT 06066, USA;2. Copenhagen Business School, Denmark;1. Department of Marketing and International Business, Turku School of Economics, University of Turku, Finland;2. School of Science, Department of Industrial Engineering and Management, Aalto University, P.O. Box 15500, FI-00076 AALTO, Finland;3. Bulevardi 50 B 46, 00120 Helsinki, Finland;1. ISEM University of Montpellier, Rue Vendémiaire Bat. B, CS 19519, 34 960 Montpellier Cedex 2, France;2. ISEM University of Montpellier, Rue Vendémiaire Bat. B, CS 19519, 34 960 Montpellier Cedex 2, France;3. Groupe Sup de Co Montpellier Business School, 2300 Avenue des Moulins, 34 080 Montpellier, France;1. Antwerp Management School & University of Antwerp, Sint-Jacobsmarkt 9-13, 2000 Antwerp, Belgium;2. Department of Economics, Society, Politics, University of Urbino Carlo Bo, Via Saffi 42, 61029 Urbino, Italy;3. School of Business and Economics, Marketing and supply Chain Management, Maastricht University, P.O. Box 616, 6200 MD, Maastricht, Netherlands |
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| Abstract: | Although recent research on business-to-business professional service firms (PSFs) emphasizes the role and consequences of collaboration with business partners, we know little regarding the conditions under which bright-side benefits of PSF interfirm collaboration turn into dark-side drawbacks. Our study shows that customer and supplier collaborations have both bright and dark sides, and their benefits with respect to helping a PSF to drive service performance are contingent on the levels of the environmental competition and turbulence. In particular, we show that increasing levels of competitive intensity and environmental turbulence encountered by a PSF can diminish the capacity of customer and supplier collaborations to drive service performance. When the level of competitive intensity increases, the benefits of customer collaboration become more positive; however, the dark-side of supplier collaboration becomes more pronounced, which negatively influences service performance. When the level of environmental turbulence increases, the dark-side of customer and supplier collaborations becomes more critical and the benefits derived from interfirm collaboration to promote service performance can be lost. |
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