A multilevel study of structural resilience in interfirm collaboration

Abstract

Purpose – The purpose of this paper is to develop the concept of a high performance alliance macro-culture as a multilevel construct reflective of resilient collaborative systems of exchange within strategic alliances and explores the distinct capabilities of this multilevel approach in predicting alliance outcomes. Design/methodology/approach – The hypotheses developed in this study are tested using primary data collected from 650 members of 15 non-profit organizations in two multi-organizational collaborative networks. Considering the multilevel nature of the study the structural hypotheses are tested using a multilevel confirmatory factor analysis and the predictive hypotheses are tested using multilevel structural equation modeling. Findings – All but one structural hypothesis are supported and all predictive hypotheses are supported suggesting that a multilevel macro-cultural conceptualization is effective in exploring the relationship between collaborative exchange systems and their outcomes. Research limitations/implications – Limitations stem from the generalizability of the data collected as the alliances formed by non-profit firms may not be wholly reflective of the alliance structures and goals of other firm types. Originality/value – This study primarily contributes to multilevel study of strategic alliances and the study of collaborative norms and structures of allied groupings. The results of this study lend support to the importance of taking a network governance perspective and illustrate the limitations of traditional single-level approaches when studying interfirm collaborative networks and structural resilience therein.

Sustainable supply chain clusters: an integrated framework

“…In return, the enhanced DCs can be used to develop sustainability, as AC facilitates acquiring and developing of necessary knowledge (Kim and Park, 2017) in a cluster (Ferras-Hernandez and Nylund, 2019) to enhance sustainability (Sirilertsuwan et al, 2018). In addition, resilience also facilitates networks' collaboration (Randolph, 2016) to develop sustainability (Park et al, 2013) because without resilience, risk leads to fragile sustainability (Anderies et al, 2013).…”

Network market orientation as a relational governance mechanism to public-private partnerships

“…(2) interfirm coordination, associated with the establishment of formal and informal procedures for better synchronisation of the relational activities of the members (da Silveira & Arkader, 2007;Monferrer et al, 2015); (3) conflict resolution, regarding the assumption by members of a disposition towards justice and the commitment that makes it possible to adopt quick and effective resolutions to those extraordinary situations typical of relational management (Mwesiumo & Halpern, 2016;Van de Graaff, 2016); and (4) exchange, including aspects related to products/services (exchange of goods or information about the specifications of products/services, logistics, payment and delivery, and information on the advice needed regarding the products/services that are served), as well as personal aspects (construction of personal relationships that improve internal knowledge among members and even the construction of social ties), to resolve the requirements of all parties (Frankort, 2014;Helfert et al, 2002;Monferrer et al 2015).…”