Business and government interdependence in China: Cooperative goals to develop industries and the marketplace

Although government withdrawal from business has traditionally been considered a key reform in developing a market economy, the Chinese government remains active. This study uses the social psychological theory of cooperation and competition to analyze the interdependence between government and business. Structural equation results of interviews of specific incidents collected from 105 government officials and business people in Shanghai, China, support the model that cooperative, but not competitive or independent, goals induce open-minded discussions that in turn strengthen their relationships, accomplish tasks, foster confidence they will work productively in the future, and develop their industry and the marketplace.

Non-technical innovation: Organizational memory and learning capabilities as antecedent factors with effects on sustained competitive advantage

The aim of the present study is to analyze the role of organizational memory and learning capabilities as antecedents to non-technical innovation, comprising organizational and marketing innovation, and to examine their effect on sustained competitive advantage within a capabilities-based view (CBV) theoretical framework. For analysis of the proposed theoretical model, 159 industrial companies in Spain were sampled and a system of structural equations was modeled using partial least squares methodology. The results confirm that both organizational memory and learning capabilities favor the development of organizational innovation and marketing innovation. Furthermore, the paper shows that both types of non-technical innovation promote the achievement of sustained competitive advantage.     

Design and application of task administration protocols for collaborative production and service systems

This research investigates the design of Task Administration Protocols (TAPs) for effective task allocation and administration in collaborative production/service systems. Customer-focused and concurrent engineering service systems process tasks more effectively as a result of the power of collaboration among multiple participants. In such environments, however, complex situations might arise that require decisions that cannot be handled by simple Coordination Protocols (CPs). To design an effective control mechanism to manage complex situations, this research identifies basic problems in collaborative task administration and proposes the design framework of protocols to solve the problems. In the framework, TAPs consist of three component-protocols: (1) Task Requirement Analysis Protocol, (2) Shared Resource Allocation Protocol, and (3) Synchronization and Time-Out Protocol. Each component protocol is activated to address priority-based allocation, resource-aware allocation, and task re-allocation at a different task administration context, ranging from task initialization, task allocation, to task monitoring, respectively. To analyze feasibility and effectiveness of the proposed design, TAPs are applied to two collaborative production/service systems. Simulations are conducted to evaluate the performance achieved by different TAPs and non-TAP CPs under various load conditions. The results show that there is a significant performance improvement by TAPs over CPs in most cases, e.g., 84% vs. 64% in terms of task completion ratio. The advantage of TAPs can be explained by their design with relatively higher level of collaborative intelligence, addressing more complex control logic than non-TAP CPs.     

The antecedents and consequence of functional and dysfunctional conflict between Marketing Managers and Sales Managers

Focusing on the working relationship between Marketing Managers and Sales Managers, our study examines two dimensions of interpersonal conflict: dysfunctional conflict and functional conflict. Drawing on relevant theory, we include three communication variables - frequency, bidirectionality, and quality - as antecedents in our structural model. Using these explanatory variables we predict the two conflict dimensions, and in turn, use these same three communication variables, and the two conflict dimensions to predict our ultimate endogenous variable — perceived relationship effectiveness. Overall, our model has high explanatory power, and we find support for nine of the thirteen hypotheses. More specifically, two of the three communication variables - communication quality and bidirectionality - significantly impact on both forms of conflict, and relationship effectiveness, though communication frequency only influenced the quality of communication between the Marketing Managers and the Sales Managers. In addition, the variables in our model better predict the levels of functional conflict in the Marketing/Sales relationship than dysfunctional conflict. Finally, an important new finding in this research is that the overall level of dysfunctional conflict between these two functional managers is relatively low, while functional conflict is high.     

The use of influence strategies in interdependent relationship: The moderating role of shared norms and values

The purpose of this study is to explore the effect of interdependence on the influence strategies and investigate the moderating role that “shared norms and values” play in the relationships between interdependence and influence strategies. The results reveal that when the degree of total dependence between suppliers and retailers gets higher, the suppliers adopt fewer hard coercive strategies and more promise and noncoercive strategies. When retailers dependent much more on suppliers, suppliers adopt more hard coercive strategies and fewer noncoercive strategies, but there is no significant effect on promise strategies. Under a higher degree of shared norms and values, the negative relationship between total interdependence and hard coercive strategies, and the positive relationship between total interdependence and (1) promise strategies and (2) noncoercive strategies increase. Moreover, the relationship between interdependence asymmetry and influence strategies is also moderated by shared norms and values. It implies that under a higher degree of shared norms and values and a higher extent to which retailers depend on suppliers, suppliers adopt fewer hard coercive strategies and more promise and noncoercive strategies.     

Collectivist values for learning in organizational relationships in China: the role of trust and vertical coordination

Partners must engage in integrative interaction in order to combine diverse expertise and experiences into effective learning. Results from 103 pairs of customer and supplier organizations in China indicate that trust and vertical coordination are useful ways to characterize this integrative interaction and together they promote learning. Structural equation analysis suggests that collectivist but not individualist values are important foundations for integrative interaction between partners that result in learning. These findings were interpreted as reaffirming the value of effective relationships for coordination between partners and suggesting that collectivist values can be a source of effective organizational relationships.     

Stage of the organizational life cycle and competition as mediators of problem perception for small businesses

An empirical study based upon a sample of 645 small businesses assesses the relationship that life cycle stage and level of competition exhibit with the problems perceived to constrain small business strategic planning. Problems have been identified as either internal (cash flow) or external (competition); they have further been classified as either situational or core problems. Among the most prevalent problems reported by decision makers are customer contact, market knowledge, marketing planning, location, and adequacy of capital. A total of 16 problem areas were identified. Traditional wisdom offers the scenario where problems faced will vary as the organization progresses through the life cycle. Much of this research refutes conventional wisdom in that level of competition was determined to have more of an impact on problem perception.     

Conceptualizing and validating organizational networking as a second-order formative construct

Based on an existing conceptualization in the literature, this study operationalizes the construct of organizational networking, through a rigorous two-stage scale construction and validation process. Organizational networking refers to firm behaviors, i.e. the activities/routines/practices, which enable an organization to make sense of and capitalize on their networks of direct and indirect business relationships. We conceptualize the measurement model as a second-order formative construct with four first-order reflective constructs based on a four-dimensional view of organizational networking comprising information acquisition, opportunity enabling, strong-tie resource mobilization and weak-tie resource mobilization. The scale validation was undertaken at the first- and second-order levels. The result confirms the four distinct first-order measurement models. At the second-order level, a MIMIC (multiple indicators and multiple causes) model was employed to assess the validity of the formative measurement model. The results suggest that all four components significantly contribute to the overarching construct of organizational networking, with strong-tie resource mobilization being the most important contributor. Thus, our operationalization confirms the uniqueness of the different dimensions of organizational networking that should be configured as a strategy of sensing and seizing opportunities in the network. The organizational networking scale will provide future research with a basis to explore different strategic patterns of networking behaviors in varying contexts, and its role in relation to other organizational behaviors and outcome variables, such as firm performance.     

Competition in Research and Development: A Theory for Contradictory Predictions

This paper develops reasons for the many seemingly contradictory findings in the literature about competition and research and development (R&D) investment. The theory of R&D competition implies that increases in competitive pressure may increase R&D investment, decrease it, increase it initially but decrease it over greater levels of competitive pressure (an inverted-U relation), decrease it initially but increase it over greater levels (a U relation), or have no effect at all.