Augmenting Conflict Resolution with Informational Response: A Holistic View of Governance Choice in Business Process Outsourcing

Barua, Anitesh; Mani, Deepa

doi:10.1080/07421222.2014.995530

Cited by 19 publications

(10 citation statements)

References 70 publications

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“…This implies conducting retrospection on experiences and noting how future engagement can be improved when assessing past mistakes. To understand the positive impact that conflict can have, the training of employees is important to understand the professional management of conflict (Barua and Mani 2014;Pondy. 2007).…”

Section: Interrelationship Of Conflict and Non-economic Satisfactionmentioning

confidence: 99%

Opportunism and conflict as precursors of non-economic and economic satisfaction outcomes in seller–customer business relationships

Høgevold

Svensson

Roberts-Lombard

2020

Journal of Business-to-Business Marketing

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Purpose:The study explores a seller's perspective of the influence of opportunism and conflict, which are negatively loaded constructs, on non-economic satisfaction as a positively loaded construct. It further established the influence of non-economic satisfaction on economic satisfaction as a positively loaded construct from a sales perspective in a supplier-business relationship. Design/methodology/approach: The study followed a quantitative and exploratory approach. Respondents (sales or marketing managers/directors or key account managers) were asked to identify one main business customer with whom they had interacted in the last year. In addition, respondents were further required to keep the selected customer in mind when answering the questionnaire. Consequently, all 213 but one (one non-response bias) surveys were used in the data analysis. A 5-point Likert-type scale was used to determine the degree to which respondents agreed or disagreed with the items provided in the questionnaire relating to opportunism, conflict, noneconomic satisfaction and economic satisfaction in seller-business relationships. The SPSS/Amos 24.0 software was used to conduct the multivariate analysis in two phases. Phase one comprised a confirmatory factor analysis, while phase 2 comprised structural equation modeling. Confirmatory factor analysis was used to assess the measurement properties of each construct, while structural equation modeling was applied to evaluate the hypothesized relationships in the precursor and outcome research model. Findings: The findings show that in seller-business relationships, sellers are of the opinion that buyer opportunism and the existence of conflict do affect a seller's non-economic satisfaction directly, which in turn affects the economic satisfaction of seller-business relationships. Sellers further indicated a positive seller-business relationship can stimulate a long-term partnership if both opportunism and conflict are negatively related to non-economic satisfaction and noneconomic satisfaction relates positively to economic satisfaction. Research implications:The study makes a practical contribution through an improved understanding of a seller's perspective on how opportunism relates to conflict, how these two precursors influence non-economic satisfaction and how the latter relates to economic satisfaction in a sellerbusiness relationship environment. An improved understanding of a sellers perspective of the variables under study, can potentially stimulate a long-term partnership if both a seller and a buyer are in agreement that opportunism and conflict are negatively related to non-economic satisfaction and non-economic satisfaction relates positively to economic satisfaction.In terms of the theoretical contribution this study explores a seller's perspective in business relationships to validate whether the findings reported in previous studies based on buyer business relationships applies to seller-business relationships. This study therefore contributes to broaden the relevance of...

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Section: Interrelationship Of Conflict and Non-economic Satisfactionmentioning

confidence: 99%

Opportunism and conflict as precursors of non-economic and economic satisfaction outcomes in seller–customer business relationships

Høgevold

Svensson

Roberts-Lombard

2020

Journal of Business-to-Business Marketing

View full text Add to dashboard Cite

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“…Transaction cost economics maintains that in inter-organizational relationships, firms choose the governance and control structures, which can minimize transaction costs incurred between involved companies, and raise the possibility of attaining organizational targeted performance [11]. Transaction costs, also called coordination costs, include the costs of planning, adapting, executing, and monitoring the completion of transaction tasks [18].…”

Section: Resource-based View Transaction Cost Theory and Types Of Bmentioning

confidence: 99%

“…According to transaction cost economics, when firms trade with partners, they try to choose a control mechanism for inter-firm relationships, which most contributes to the minimization of transaction costs [11]. However, the strength or weakness of a supplier's power affects the amount of the transaction costs incurred in the interorganizational relationship.…”

Section: Introductionmentioning

confidence: 99%

The Classification of Types of Business-to-Business Electronic Commerce

Choe

2017

JIOS

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Based on the degree of information sharing between buyers and suppliers as well as the level of supplier power, we suggested a framework that can be useful for classifying types of business to business (B2B) electronic commerce (EC) in the manufacturing firms. According to this framework, four kinds of B2B EC were theoretically proposed, classified, and empirically confirmed. These four are: an electronic marketplace, electronic procurement, electronic partnerships, and electronic distribution. Many prior studies have investigated and proposed some kinds of B2B EC. However, these studies focused mostly on one or two types of B2B EC, and did not develop or suggest a framework for the classification of forms of B2B EC. The framework constructed in this research can be utilized variously. Specifically, when a firm wants to initiate B2B EC with its suppliers, this framework can help a firm to decide and select an appropriate kind of B2B EC. This framework can also be applied to evaluate whether the proper form of B2B EC has been adopted or not.

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“…Transaction cost economics maintains that in inter-organizational relationships, firms choose the governance and control structures, which can minimize transaction costs and can raise the possibilities of attaining organizations' targeted performance (Barua and Mani, 2014). Transaction costs, also called coordination costs, include the costs of planning, adapting, executing and monitoring the completion of transaction tasks (Overby and Mitra, 2014).…”

Section: Resource-based View Transaction Cost Theory and Types Of Bmentioning

confidence: 99%

“…According to transaction cost economics, when firms trade with their partners, they try to choose the control mechanism of inter-organizational relationships, which most contributes to the minimization of transaction costs (Barua and Mani, 2014). However, the strength or weakness of suppliers' power affects the amount of transaction costs incurred in inter-firm relationships.…”

Section: Introductionmentioning

confidence: 99%

Untitled

2017

IJBS

View full text Add to dashboard Cite

Many prior studies have only investigated one or two kinds of business to business (B2B) electronic commerce (EC), and did not develop or suggest a framework for the classification of forms of B2B EC. This study focused on B2B EC with suppliers. Based on the degrees of information sharing between buyers and sellers as well as the levels of suppliers' power, we suggested a framework that is useful for classifying types of B2B EC strategies. According to this framework, four kinds of B2B EC strategies were proposed: electronic marketplace, electronic procurement, electronic partnerships and electronic distribution. With a cluster analysis, we empirically confirmed these four kinds of B2B EC strategies, and demonstrated the usefulness of a framework for the classification of types of B2B EC. The framework constructed in this study can be utilized in various ways. Specifically, when a firm wants to introduce B2B EC with suppliers, this framework can help a firm to decide and select an appropriate kind of B2B EC. This framework can also be applied to evaluate whether the proper form of B2B EC has been adopted or not.

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Augmenting Conflict Resolution with Informational Response: A Holistic View of Governance Choice in Business Process Outsourcing

Cited by 19 publications

References 70 publications

Opportunism and conflict as precursors of non-economic and economic satisfaction outcomes in seller–customer business relationships

Opportunism and conflict as precursors of non-economic and economic satisfaction outcomes in seller–customer business relationships

The Classification of Types of Business-to-Business Electronic Commerce

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