STRATEGIC ORIENTATION,CAPABILITIES, AND PERFORMANCE IN MANUFACTURER — 3PL RELATIONSHIPS

This study examines how two dimensions of strategic orientation (customer and competitor orientation) influence logistics and market performance. Two capabilities, operational flexibility and collaboration, are studied. Data were collected from manufacturers working with third party logistics providers. The findings suggest that customer and competitor orientations have different influences upon performance when leveraged through the capabilities. Competitor orientation, while having a detrimental direct effect on logistics performance, appears to be the better strategic approach, when supported with operational flexibility since it results in enhanced logistics (efficiency) and market (effectiveness) performance. Customer orientation, on the other hand, greatly improves logistics performance, i.e., internal efficiency.     

A dynamic approach to the analysis of strategic alliances

The increasing trend in strategic alliance formation between major firms around the world, has prompted researchers from various disciplines to look at this phenomenon in great detail. In this paper, we review alternate approaches in the literature in this area. We then propose a non-linear dynamic approach to study the formation of competitive strategic alliances and contrast it with the traditional game-theoretic approach. The pros and cons of these two approaches are discussed with reference to a competitive alliance scenario. Dynamic models have significant managerial implications as they enable us to investigate ‘if-then’ type scenarios and project the impact of different strategies.     

Non-coercive influence: Scale development and validation based on resource and relational paradigms

To overcome competition in an increasingly network dependent market, retailers are required to influence upstream channel partners while sustaining relationships. However, the contemporary supply chain literature has not sufficiently leveraged the resource and relational paradigms to examine influence. Grounded on resource dependency theory and commitment-trust theory paradigms, this study describes conceptualization and operationalization of a 12-item scale for measuring non-coercive influence on upstream channel partners in retail supply chain management (R-SCM) context. The study is based on responses from 547 retail professionals in India obtained over four successive surveys. Psychometric properties were assessed using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The proposed scale demonstrates construct validity. Invariance-testing carried out over 4-levels of increasingly demanding equivalence confirmed cross-validation. Nomological validity of the scale was tested by evaluating association with suppliers’ intention to cooperate. The results indicate existence of three dimensions of non-coercive influence: collaborative intent, market intelligence dissemination, and operational support. Retailers can use the scale to assess their personnel's non-coercive influence behavior over suppliers.     

Collaboration strategy decision-making using the Miles and Snow typology

Engaging in collaboration may be the best way for a firm to enhance its competitive advantages, since this can offer faster access to both resources and capabilities. This study aims to develop a framework for making collaboration partner choice decisions. The authors design a strategic game model of collaboration using Miles and Snow typology. An empirical data set collected from the S&P COMPUSTAT database is adopted to verify the model, and several managerial implications are derived. This model helps a company choose a competitor as a collaborative partner and helps in the selection of a collaboration strategy.     

Development and transformation of collaborative networks in events

This study examines the mechanisms by which and the reasons that leaders of non-profit organizations transform interorganizational collaborative networks through event attendance. Drawing from a two-wave survey, this study examines the interorganizational networks of 30 individuals who participated in both waves, along with the reported activities of 121 individuals who participated in the second wave of the survey. This mixed methods study found that events transformed participants’ weak ties into strong ties and promoted development of collaborative networks. Further, the study found that participants’ motivations for attending the event and following up with contacts afterward focused on sharing resources and deepening connections. Implications for understanding how events promote formation and transformation of collaborative networks are discussed.     

基于组织协同系统的创客组织发展稳定性实证分析

创客组织是实现组织协同创新的重要载体。创客位于组织协同系统的核心层，创客入驻创客组织的创新状态决定了协同创新发展状态；创客组织位于组织协同系统的中间层，起组织协调作用，其发展稳定性影响着整个系统；协同组织位于外部层，其参与程度决定了整个系统的组织协同和协同创新吸引能力。基于波动系数计量模型，对240家创客组织的12项评价指标进行分析，结果显示，以高校主导的创客组织衡量指标波动系数为标准，创客组织在整体上处于发展不稳定状态；分类别分析结果表明，高校和科研院所主导的创客组织发展稳定性明显优于企业和个人主导的创客组织。研究结果可以为完善创新政策、促进创客组织稳健发展提供参考。     

IMPACT ON FIRMS OF THE USE OF KNOWLEDGE EXTERNAL SOURCES: A SYSTEMATIC REVIEW OF THE LITERATURE

This study summarizes the main conclusions from a systematic review of the empirical literature regarding the impact on firms of the use of knowledge external sources (universities, research institutes and knowledge intensive business services). With the aim to organize the literature, we classify the different works according to the research question addressed: (i) which firms use knowledge external sources?; (ii) Do firms using knowledge external sources achieve better results?; And (iii) which firms benefit the most from using knowledge external sources? Stylized facts are that larger, more R&D intensive and high tech firms are more likely to use knowledge external sources and that use of knowledge external sources is associated to firms higher technical results. Less attention has been paid to the third question and evidence is not conclusive. Several recommendations for future research emerge. First, to take in greater consideration methodological issues so that potential biases in the results caused by sample selection and endogeneity are handled properly. Second, to pay more attention to heterogeneous outcomes. Third, to use continuous indicators of depth and breadth of links allowing for non‐linear relationships and fourth, to extend evidence for developing countries and service industries.     

企业成功创新经历与未来创新绩效

结合组织学习和企业二元式创新理论，探讨成功创新经历对企业未来创新绩效的影响。以2000—2017年中国制造业上市企业专利数据为基础，研究发现，成功创新经历可以显著提高企业后续专利申请数量。但是依据创新实质和创新幅度将创新分为探索式创新与利用式创新后，发现企业后续专利申请主要体现在利用式创新方面，不利于企业探索式创新。间接影响因素检验表明，企业间合作研发程度越高，成功创新经历越能够显著提升其后续创新质量，但是路径依赖越强的企业，其后续创新质量越差。从新的视角推进企业成功创新经历研究，就当前关于成功创新经历对后续创新绩效的影响悖论给出解释机制，同时对企业增强创新能力、维持长期竞争优势具有重要启示作用。     

Unpacking the black box of successful ICT-enabled service transformation: how to join up the vertical,the horizontal and the technical

This paper aims to understand what goes on in the black box of successful, joined-up ICT-enabled service transformation, where complex interactions and integration must occur among the horizontal processes internal to a joined-up service delivery network, the vertical top-down processes of the organizations involved, and the change processes caused by using ICTs. A new conceptual framework is developed and applied to an illustrative case study of successful, joined-up service transformation in New Zealand.     

AN ANALYSIS OF SUPPLY CHAIN COLLABORATIONS AND THEIR EFFECT ON PERFORMANCE OUTCOMES

This research examined how operational outcomes, relational outcomes and business performance are affected by a collaboration project between buyers and suppliers in a supply chain. It is hypothesized that interdependence of knowledge and process, supply chain partner insight, and the level of collaboration between the firms affect the outcomes of a collaboration project. Survey data from buyers and suppliers from a wide range of industries and organizations were used in this analysis. Among these participants, higher levels of collaboration led to improvements in operational and relational outcomes, which together led to improvements in asset utilization, competitive position, organizational performance, and profitability.