A Model of Relational Governance in Reverse Auctions

Pearcy, Dawn H.; Giunipero, Larry C.; Wilson, Andrew

doi:10.1111/j.1745-493x.2007.00023.x

Cited by 34 publications

(23 citation statements)

References 59 publications

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“…Peleg et al (2002) and note that if the buyer is chiefly concerned with obtaining the lowest price in the open market, the supplier may believe that the buyer does not value the relationships that have been put in place. Therefore the buyer/supplier relationship conducted for the sole purpose of obtaining lower prices will be governed in an arm's-length manner (Pearcy et al, 2007), i.e., lack of specific assets for a cooperation-oriented exchange relationship. We hypothesize:…”

Section: The Conceptual Model and Hypothesesmentioning

confidence: 99%

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

2008

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Section: The Conceptual Model and Hypothesesmentioning

confidence: 99%

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

2008

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“…The different delivery channels and HRM practices used across the organization require coordination and that knowledge be developed, shared, and applied in order to operate most efficiently ( Morris et al, 2009). Within the SCM literature, three predominant forms of inter-firm supply chain governance are at work, all of which aim to reduce opportunism and ultimately lead to compliance (Jiang, 2009): market governance, vertical governance, and a third type referred to diversely as relational governance (Gençtürk & Aulakh, 2007;Pearcy, Giunipero, & Wilson, 2007), peer-to-peer governance (Jiang, 2009), social governance (Li, Xie, Teo, & Peng, 2010), or hybrid governance (Dyer, 1996). Market governance is transactional in that it is based on external price mechanisms and is largely achieved through buyers coercing suppliers (Jiang, 2009).…”

Section: Supply Chain Governancementioning

confidence: 99%

An exploratory study of governance in the intra‐firm human resources supply chain

Farndale

Paauwe

Boselie

2010

Human Resource Management

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The human resource management (HRM) literature has paid insuffi cient attention to supply chain management (SCM) when exploring the architecture of human resources (HR). Drawing on an SCM perspective, this study develops our understanding of (1) the intra-fi rm HR supply chain, and (2) how this HR supply chain infl uences corporate governance processes within large organizations. We argue that the HR function, represented as an internal professional service supply chain, needs appropriate governance principles as it operates through multiple delivery channels and with a wide variety of HRM practices. Exploratory fi ndings from a qualitative empirical study of seven large organizations investigating governance and risk management in the HR supply chain are presented. These in-depth interviews uncover how formal governance is relatively easy for these organizations to achieve, supported by outcome-focused monitoring tools, but informal governance mechanisms can fail due to insuffi cient attention. Although standardized approaches to HR delivery can maximize the opportunity for HR governance, little evidence was found that the organizations were considering the related governance implications explicitly. . Her areas of interest include international HRM; the power, professionalism, and roles of the HR department; change management and HRM; and e-HRM and new HR delivery mechanisms. Her work has been published in refereed academic journals and practitioner publications, as well as presented at international academic conferences. JAAP PAAUWE, professor of human resource studies at Tilburg University, The Netherlands, also affi liated to Erasmus University Rotterdam, has written and co-authored several books on human resource management; published numerous papers on HRM, industrial relations, and organizational change; and is one of the initiators of the Dutch HRM Network. His fi elds of interest are institutional theory, human resource management, organizational change, new organizational forms, and corporate strategy.PAUL BOSELIE is a professor of strategic human resource management at the Utrecht University School of Governance in The Netherlands and is affi liated to Tilburg University. His research focuses on HRM, industrial relations, and governance. His book SHRM: A Balanced Approach was published in 2010.

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“…There has also been exploration of the implications for E-Auctions (Tunca and Zenios, 2006;Pearcy et al, 2007), communication (Larson et al, 2005), the semiconductor industry (Bolton et al, 1994), supplier performance (Fink et al, 2007), just-in-time purchasing (Buvik and Halskau, 2001), outsourcing (Nesheim, 2001) and of the role played by trust (Jeffries and Reed, 2000;Claro et al, 2006).…”

Section: Relational Exchangementioning

confidence: 99%

Trading interactions: supplier empathy, consensus and bias

Brandon‐Jones

Ramsay²,

Wagner³

2010

Int Jrnl of Op & Prod Mnagemnt

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Alistair Brandon-Jones is a lecturer in operations and supply management at Bath University and a visiting lecturer at Warwick Medical School. Previously, he was a teaching fellow at Warwick University and a visiting lecturer at the University of San Diego. Alistair's main research considers how procurement functions can change the way they operate to meet the needs of their internal customers. Finally, the extent to which social acceptability bias may mask attitudes in areas where consensus exists is considered.Design / Methodology / Approach -An empirical study utilising survey data from members of the Chartered Institute of Purchasing and Supply in the UK was completed. A total, 421 useable responses were received and analysed to evaluate hypotheses. The design also included efforts to identify the presence and minimise the effects of social acceptability bias. Findings -The analysis indicates that the partial consensus surrounding the relational exchange approachis not shared by all practitioners. In addition, it was found that the level of supplier empathy exhibited by respondents is significantly influenced by supplier-dependence aversion, innovation focus, extent of codesign activity, existence of explicit partnership / cooperation objectives, and support for long-term trading relationships. The findings also indicate that buyers, regardless of business size, who display high levels of supplier empathy also report a reduced incidence of supplier problems. Finally, the presence of social acceptability bias was detected, thus suggesting that where present, respondents' negative attitudes towards the cooperative buyer-supplier relationships may actually have been under-reported.Research limitations / implications -The study highlights the need for academics to be aware of the possible distorting effects of subject consensus, and research designs should seek to minimise the effects of social acceptability bias. The analysis also suggests that organisations wishing to embrace a cooperative trading culture may benefit from training to increase levels of supplier empathy.Originality / value -The paper presents evidence that despite a significant but partial co-operation consensus in the academic literature, many large company practitioners appear unconvinced of the benefits of cooperation. Most analyses of buyer attitudes and behaviours are conducted by Marketing researchers seeking to assist organisations-as-suppliers. This research is intended to help companies improve their performance as buyers. The paper also includes a rare attempt to identify and deal with the effects of social acceptability bias in the Operations and Supply Management field.

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A Model of Relational Governance in Reverse Auctions

Cited by 34 publications

References 59 publications

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

Implementing Supplier Codes of Conduct in Global Supply Chains: Process Explanations from Theoretic and Empirical Perspectives

An exploratory study of governance in the intra‐firm human resources supply chain

Trading interactions: supplier empathy, consensus and bias

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