A ‘Partnership’ Route to Human Resource Management?*

Hunter, Laurie; Beaumont, P. B.; Sinclair, Diane

doi:10.1111/j.1467-6486.1996.tb00159.x

Cited by 57 publications

(72 citation statements)

References 11 publications

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“…There was also no support for the argument that large or dominant customers influence the likelihood of adoption of HPWPs either by encouraging the adoption of more sophisticated approaches (Gales and Blackburn 1990;Goss et al 1994;Hendry et al 1995;Hunter et al 1996;Kinnie et al 1999;Moule 1998) or by exerting downward cost pressure on small business suppliers thereby preventing the adoption of HPWPs (Rainnie 1989). …”

Section: Discussionmentioning

confidence: 96%

“…Second, large or dominant customers -a particular feature of the small business customer base (Forth et al 2006, p.13) -have been found to be influential in encouraging their small business suppliers to adopt more sophisticated HRM approaches (Gales and Blackburn 1990;Hendry, Arthur and Jones 1995;Hunter, Beaumont and Sinclair 1996;Kinnie et al 1999, p. 218;Moule 1998). Large customers may provide small business suppliers with a blueprint for the introduction of HPWPs as part of efforts to ensure that the products and services they supply are delivered to specification (Goss, Adam Smith and Gilbert 1994).…”

Section: Market-related Factorsmentioning

confidence: 99%

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The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Ning

Bacon

Hoque

2013

The International Journal of Human Resource Management

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This paper explores the extent to which the adoption of High Performance Work Practices (HPWPs) in UK small businesses with fewer than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly-skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

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Section: Discussionmentioning

confidence: 96%

Section: Market-related Factorsmentioning

confidence: 99%

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Ning

Bacon

Hoque

2013

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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“…Thus, knowledge transfer orients the company regarding how it should proceed to achieve its planned goals (Hunter, Beaumont, & Sinclair, 1996;Langfield-Smith & Greenwood, 1998;Wagner, 2009). As supplier performance may influence the performance of other supply chain members (Shin, Collier, & Wilson, 2000), the distributors' operational performance will also be a key aspect for the manufacturer's business performance, as well as for that of the whole supply chain.…”

Section: Operational and Business Performancementioning

confidence: 99%

The Relationship between Manufacturer and Distributors: Knowledge Transfer and Performance

Redaelli

Paiva

Teixeira

2015

BAR, Braz. Adm. Rev.

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This study explored the relationship between knowledge transfer from manufacturer to distributor. The research question is related to knowledge transfer from the manufacturer to distributor and potential improvement in the performance of the last. This issue is important for companies that are expanding their markets. A survey was conducted in business units that belong to the transport equipment sector. The study's sample comprised 199 companies. Measuring instrument followed a rigorous sequence of methodological procedures. Measurements were validated by confirmatory factor analysis, and hypotheses were tested using structural equation modeling. Results suggested positive effects of the manufacturer's performance monitoring and knowledge transfer on the distributor's performance. By having formal and informal mechanisms to follow distributor activities, it is possible to identify operational activities performed by the manufacturer that might improve distributor performance.

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“…By extending the research framework provided by [3], this study provides an empirical evidence of validating the proposed research framework. In supplier development process, buyers and suppliers need to develop relationship focused investments and information sharing activities that will improve the performance in four key competencies (cost, quality, time, and flexibility) as well as supplier's competency will be increased [55,56] and [25]. All important factors of supplier development approaches are important in developing buyersupplier relationships in supply chain networks.…”

Section: Supplier Development To Buyer-supplier Relationship Developmentmentioning

confidence: 99%

Benchmarking Supplier Development: An Empirical Case Study of Validating a Framework to Improve Buyer-Supplier Relationship

Shahzad

Sillanpää

et al. 2016

Management and Production Engineering Review

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In today's dynamic business environment, firms are required to utilize efficiently and effectively all the useful resources to gain competitive advantage. Supplier development has evolved as an important strategic instrument to improve buyer supplier relationships. For that reason, this study focuses on providing the strategic significance of supplier development approaches to improve business relationships. By using qualitative research method, an integrated framework of supplier development and buyer-supplier relationship development has been tested and validated in a Finnish case company to provide empirical evidence. It particularly investigates how supplier development approaches can develop buyer-supplier relationships. The study present a set of propositions that identify significant supplier development approaches critical for the development of buyer-supplier relationships and develop a theoretical framework that specifies how these different supplier development approaches support in order to strengthen the relationships. The results are produced from an in-depth case study by implementing the proposed research framework. The findings reveal that supplier development strategies i.e., supplier incentives and direct involvements strongly effect in developing buyer-supplier relationships. Further research may focus on considering indepth investigation of trust and communication factors along with propositions developed in the study to find out general applicability in dynamic business environment. Proposed integrated framework along with propositions is a unique combination of useful solutions for tactical and strategic management's decision making and also valid for academic researchers to develop supplier development theories.

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A ‘Partnership’ Route to Human Resource Management?*

Abstract: Collaborative relationships between firms have been growing in importance,

Cited by 57 publications

References 11 publications

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

The Relationship between Manufacturer and Distributors: Knowledge Transfer and Performance

Benchmarking Supplier Development: An Empirical Case Study of Validating a Framework to Improve Buyer-Supplier Relationship

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