Extra-role behavior in buyer–supplier relationships

This study develops theory and provides empirical evidence regarding the antecedents and consequences of extra-role behavior in supply relationships (i.e., supplier behaviors that go beyond formal role definitions and responsibilities and are oriented toward helping the buyer firm, referred to as partner ERB). Communal motivations, instrumental motivations, and role formalization explain the variation in partner ERB. Further, the effect of partner ERB on relationship profitability is contingent on the buyer partner's qualifications and the degree of technological unpredictability. An empirical test is presented based on 223 buyer–supplier relationships. Partner ERB has several drivers including role formalization. While partner ERB generally increases buyer profitability, in certain cases (e.g., for poorly chosen suppliers in a predictable environment) it may actually decrease it.     

风险决策逻辑的研究对象及性质

“风险决策逻辑”就是研究决策主体如何在复杂多变的风险情境下,巧妙进行推理,成功规避风险,获取最佳策略的科学,它以策略推理为具体的研究对象。根据风险决策逻辑所结合及应用的领域,本文认为风险决策逻辑具有形式与非形式的结合,是语用性质逻辑。     

Conflict in Supplier–Retailer Relationships in the Brewery Industry in Cameroon

The authors develop a theoretical framework to explain conflict in supplier–retailer relationships. In addition to traditional influence strategy variables, the framework links conflict to retailer dependence and supplier formalization. The framework is empirically tested in the Cameroonian brewery industry. The findings support the view that channel conflict is inversely related to retailer dependence and supplier formalization. Contrary to expectations, the use of noncoercive influence strategies (information exchange and recommendations) has no significant effect on conflict, while, as expected, the use of coercive influence strategies (threats and promises) increases conflict.     

Personnel Formalization and the Enhancement Of Teamwork: A public–private comparison

Formalization has long been regarded as one of the most distinctive features of the public sector. Personnel systems in the public sector are particularly formalized due to merit system protections and strong due process requirements. In much of the contemporary public management literature, personnel formalization implies red tape, referring to excessive rules that bring negative outcomes such as employee frustration. The present study offers an alternative view, suggesting that personnel formalization results in high-performance work practices, particularly teamwork, by ensuring that organizations attract the right employees and provide employees with various protections such as worker safety, procedural justice and conflict resolution. Given that public organizations are structured more formally, public sector employees are more likely to work in teams than their peers in the private sector. The authors test this view by using variables from the National Organization Survey (NOS) data set and find strong statistical support. Therefore, personnel formalization is not necessarily equivalent to red tape and not always detrimental to the public sector. It enhances teamwork, a central element of high-performance work practices.     

Bridging the gaps or fecklessness? A moderated mediating examination of intermediaries’ effects on corporate innovation

Intermediaries are frequently used as external institutions to bridge knowledge gaps and enlarge innovation search. Although there is a consensus that ties with intermediaries have a significantly positive impact on firms’ innovation performance since external knowledge sources are important to firms’ innovative activities, far less is known about how these intermediaries become effective drivers of corporate innovation. From the capacity-based view, this study proposes that intermediaries facilitate the development of dynamic capability which further causes remarkable innovation. A firm's dynamic capability acts as a mediator in the relationship between intermediaries and innovation performance. It is also observed that organizational structure formalization and strategic conformity negatively moderate the mediation effect. This proposed theoretical framework is proven by empirical results from a moderated mediation analysis using a sample of Chinese manufacturing firms.