Good Cop–Bad Cop: Trust,Control, and the Lure of Integration

Based on a longitudinal case study of four interorganizational product development collaborations, this paper identifies a lure to cross‐functional integration that has hereto been neglected. In particular, findings suggest that when the buyer firm separates the Research and Development (R&D) Department from the Procurement Department, the two departments play a good cop–bad cop strategy toward the supplier. Thereby, they are able to foster a high level of goodwill trust between R&D personnel of the collaborating firms, while procurement personnel maintain a high level of formal control. Using an intricate sample design with polar cases, the study shows that cross‐functional integration of the two departments hampers interorganizational goodwill trust at the benefit of formal control. The findings offer a way forward for managers seeking to reap the benefits of collaboration, while limiting their exposure to the associated risks.     

An analysis of e-business adoption and its impact on relational quality in travel agency–supplier relationships

This study analyzes how managers of retail travel agencies perceive the antecedents and consequences of adopting e-business in their supplier relationships. A comprehensive model integrating its antecedents and relational effects is developed and empirically tested using SEM. The study surveyed 101 travel agents in Spain. Research findings indicate that customer pressure has a strong influence on e-communication practices. E-communication with the travel agency's supplier and the pressure exerted by the sector are the main antecedents for e-procurement. Effects of e-business on relational quality are contradictory. E-procurement influences negatively on trust. Conversely, e-communication has a positive impact on trust, thus having a favorable impact on perceived reciprocity and travel agent's commitment to its supplier. Main findings indicate that the use of the Internet is largely driven by normative pressures, and this coercive power has a detrimental impact on trust. To avoid such negative consequences, perceived reciprocity is a prerequisite for committed supplier relationships.     

Information Leakage Prior to Company Issued Guidance

We find that information leakages prior to public guidance issued by company management exist even after Regulation Fair Disclosure (FD), and are more pronounced when characteristics of the firm, the guidance, or the industry reflect higher levels of information asymmetry. Since public guidance is only partially leaked, this information leakage can be used to anticipate the information content of the impending public guidance. We simulate a trading strategy based on the preguidance leakage in the period after Regulation FD, which suggests that information leakage is an effective signal of the information content within impending public guidance.     

The Challenge Facing SMEs in the Eu’s New Member States

The paper considers the main threats and opportunities for SMEs in new member states, arising out of EU membership, including the implications for SMEs at the micro level. Whilst accession-related changes have important potential implications for firms of all sizes, the distinctive size-related characteristics of SMEs affect their ability to identify, cope with and respond to new sources of threat and opportunity. These potential impacts face new member countries at a relatively early stage in the development of market-based systems, which still contain many deficiencies (particularly in institutional terms) and a SME sector with many characteristics that reflect its fledgling status.     

Identifying value conflicts between stakeholders in corporate travel management by applying the soft value management model: A survey in South Africa

Four stakeholders are involved in corporate travel: management, travellers, travel suppliers and travel management companies. A successful corporate travel management process is dependent on cohesion of values between these stakeholders and pursuit of common goals. Value conflicts can influence the effective management of the process. The purpose of the study was to propose a model which recognises value conflicts, the interdependence of stakeholders and incorporates common goals. The so-called ‘Soft Value Management Model’ was selected and conceptualised in the context of corporate travel management. This study defined and surveyed each stakeholder group in terms of their values and objectives on travel management information; travel policy and compliance; travel management company partnerships; and travel expenditure processing. Quantitative and qualitative techniques were used. The results show that value conflicts exist between stakeholders. The model provides a theoretical foundation against which an effective travel management process can potentially be measured.