Although extant literature has shown that formal contracts and relational governance play a key role in interorganizational relationships, the nature of their interplay still remains equivocal. To better understand the relationships between contractual and relational governance, we conducted a qualitative review and meta-analysis of the existing literature. Meta-analytic results from 33,051 interorganizational relationships across 149 empirical studies have indicated that contractual governance is positively related to both sides of relational governance-trust and relational norms. Our results have also indicated that contracts, trust, and relational norms jointly improve satisfaction and relationship performance and jointly reduce opportunism. These findings provide strong evidence for the complementarity arguments of the contractual-relational governance relationships and their joint impacts on performance. We also found that the mutual relationships between contractual and relational governance are moderated by the institutional environments, the interorganizational relationship type and length, and the construct measurement of contracts. Overall, this study provides new insights on when contractual and relational governance complement or substitute each other. We discuss the implications of our study for theory and practice and propose a research agenda for future research on governance in interorganizational relationships.

Purpose – This study aims to bridge the gap in understanding the effects of organizational culture on supply chain integration (SCI) by examining the relationships between organizational cultures and SCI. The extant studies investigating the antecedents of SCI focus mainly on environments, interfirm relationships and other firm-level factors. These studies generally overlook the role of organizational culture. The few studies that do examine the effects of organizational culture on SCI show inconsistent findings. Design/methodology/approach – By placing organizational culture within the competing value framework (CVF), this study establishes a conceptual model for the relationships between organizational culture and SCI. The study uses both a contingency approach and a configuration approach to examine these proposed relationships using data collected from 317 manufacturers across ten countries. Findings – The contingency results indicate that both development and group culture are positively related to all three dimensions of SCI. However, rational culture is positively related only to internal integration, and hierarchical culture is negatively related to both internal and customer integration. The configuration approach identifies four profiles of organizational culture: the Hierarchical, Flexible, Flatness and Across-the-Board profiles. The Flatness profile shows the highest levels of development, group and rational cultures and the lowest level of hierarchical culture. The Flatness profile also achieves the highest levels of internal, customer and supplier integration. Research limitations/implications – This study is subject to several limitations. In theoretical terms, this study does not resolve all of the inconsistencies in the relationship between organizational culture and SCI. In terms of methodology, this study uses cross-sectional data from high-performance manufacturers. Such data cannot provide strong causal explanations, but only broad and general findings. Practical implications – This study reminds managers to consider organizational culture when they implement SCI. The study also provides clues to help managers in assessing and adjusting organizational culture as necessary for SCI. Originality/value – This study makes two theoretical contributions. First, by examining the relationships between organizational culture and SCI in a new context, the findings of the study provide additional evidence to reconcile the previously inconsistent findings on this subject. Second, by departing from the previous practice of investigating only particular dimensions of organizational culture, this study adopts a combined contingency and configuration approach to address both the individual and synergistic effects of all dimensions of organizational culture. This more comprehensive approach deepens our understanding of the relationship between organizational culture and SCI.

While most studies have viewed bricolage as a tool to overcome resource constraints in the context of new ventures, few of them have directly investigated the effects of bricolage to identify new entrepreneurial opportunities in the context of incumbent firms. Drawing upon a subjectivist view of entrepreneurship, we reframe bricolage as a concrete activity of experiential resource-learning that creates subjective knowledge of resource at hand. We argue that the subjective knowledge derived from bricolage will shape a firm's "subjective opportunity set" and facilitate opportunities identification, which will ultimately increase the likelihood of the incumbent firm's corporate entrepreneurship (including product innovation, venturing, and strategic renewal). Hypotheses are thus developed to examine the relationship between bricolage and corporate entrepreneurship as well as the mediating role of opportunity identification. Moreover, as bricolage activities depend on interactive social contexts rather than individual efforts, the firm's learning orientation is proposed as a moderator that influences the positive effects of bricolage on opportunity identification. We test these hypotheses using the survey data from 248 incumbent firms in China. The empirical results generally support our hypotheses by showing that (1) bricolage positively influences opportunity identification, (2) opportunity identification mediates the relationship between bricolage and corporate entrepreneurship, and (3) learning orientation has a positive moderating effect on the relationship between bricolage and opportunity identification. These findings contribute to our understanding of the role of bricolage in context of corporate entrepreneurship by being an opportunity identification incubator. Implications for managers are also included in the end of this article. Practitioner PointsView bricolage not only as an approach to overcome resource constraints but also a way to stimulate innovation, strategic renewal, and venturing in incumbent firms.Monitor the bricolage process to generate and cumulate new knowledge of resource at hand to better identify new opportunities.Cultivate high learning orientation in the organization to enhance the effect of bricolage on opportunity identification.

Purpose – This study aims to address the following question: when strategic flexibility can be most beneficial to small and medium enterprises (SMEs) in the context of emerging economies. Design/methodology/approach – Drawing on dynamic capabilities perspective, this study builds a contingency model and examines it with survey data collected from 166 SMEs in China. Findings – This study finds that the relationship between strategic flexibility and firm performance is extensively moderated by external (competitive intensity and environmental munificence), internal (resource combination activities), as well as bridging factors (managerial ties). Originality/value – The findings contribute to the contingency view of strategic flexibility and firm performance research by incorporating insights from the dynamic capabilities perspective and by expanding the scope of existing research to emerging economies.

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