Contractual complexity, governance and organisational form in alliances

Schweitzer, Jochen; Gudergan, Siegfried P.

doi:10.1504/ijsba.2011.038132

Cited by 11 publications

(5 citation statements)

References 37 publications

(53 reference statements)

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“…Organizational trust is important for organizations because it improves flexibility, increases cooperation and learning, and reduces coordination costs (Kenney and Gudergan, 2006;Krishnan et al, 2006;Nielsen and Gudergan, 2012;Nielsen and Nielsen, 2009;Schweitzer and Gudergan, 2011;Smith et al, 1995). Gibson and Birkinshaw (2004) argued that trust is one of the key context attributes that facilitates ambidexterity because it helps to ensure that different organizational objectives can be promoted.…”

Section: Organizational Trust and Ambidexteritymentioning

confidence: 99%

Linking organizational trust and performance through ambidexterity

Chams-Anturi

Moreno‐Luzón

Escorcia-Caballero

2019

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Purpose The literature provides mixed empirical evidence on the trust–performance relationship. The purpose of this paper is to shed additional light on this relationship, using organizational ambidexterity as an explanatory variable. Design/methodology/approach A structural equation technique was used to examine survey data obtained from 377 Spanish organic agro-food industries. Findings The results obtained provide support to show that organizational ambidexterity has a mediating role in the relationship between organizational trust and firm performance, in the organic agro-food industry. Research limitations/implications This study used a sample taken from only one industry and country. Future research could expand the model to other countries and industries. Practical implications This study suggests that managers could use tools to enhance organizational trust that would help to improve firm performance, given that trust can cause employees to adopt behaviors related to ambidexterity. Therefore, managers can use trust as a mechanism to encourage more stable relationships, increase the transfer of existing knowledge, facilitate experimentation and express ideas to promote organizational ambidexterity, thus benefiting firm performance. Originality/value This research paper offers a new insight into how ambidexterity affects the organizational trust-firm performance relationship. Even though there is growing theoretical importance given to the concepts of trust and ambidexterity, the empirical evidence that demonstrates how both variables are related to firm performance, especially in emerging sectors, is scarce.

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Section: Organizational Trust and Ambidexteritymentioning

confidence: 99%

Linking organizational trust and performance through ambidexterity

Chams-Anturi

Moreno‐Luzón

Escorcia-Caballero

2019

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“…According to the Transaction Cost Economics (TCE) theory, a governance structure refers to the manner in which transactions are organized within the supply chain. The TCE theory starts from the assumptions of bounded rationality and opportunism and its main objective is to assign a tailormade governance structure that reduces transaction costs (Williamson 1979;James 2000;Schweitzer et al 2011). Further, it describes supply chain relationships in line with three criteria: asset specificity, uncertainty, and frequency (Gassenheimer et al 1994;Sharma and Sheth 1997).…”

Section: Related Literature and Hypothesesmentioning

confidence: 99%

Off to market: but which one? Understanding the participation of small-scale farmers in short food supply chains—a Hungarian case study

2017

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The research described in this paper was designed to identify the factors that influence the importance small-scale farmers place on different marketing channels of short food supply chains. The focus concerns two entirely different types of market that are present in the bigger cities in Hungary: 'conventional' markets where there are no restrictions on locality but the farmer-market relationship is based on binding contracts, and newly-emergent farmers' markets at which only local growers can sell ad hoc, using their own portable facilities. Results are based on a survey that was conducted in 2013 among 156 Hungarian market oriented farmer-vendors at different types of market and confirm that different markets are visited by different types of farmers. Farmers who favour conventional markets are typically less educated, operate on smaller scales and are more committed to their chosen markets via long-term contracts (which reduce the probability of their trying other outlets). The preference for farmers' markets is stronger with farmers who are more open to cooperation, have specific investment plans for developing their farms and among those who are specifically looking to directly interact with their customers to avoid middlemen. The relevance of the findings is highlighted by the ongoing Short Food Supply Chain Thematic Sub-programme in the present European Union financing period; farmers' profiles in any given marketing channel must be understood if short food supply chains are to be effectively promoted. Different types of small-scale farmers will benefit from different supporting frameworks, interventions, and initiatives.

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“…Partner trust increases cooperation, improves flexibility, lowers the cost of coordination, and increases knowledge transfers and the potential for learning (Kenney & Gudergan, 2006;Krishnan et al, 2006;Nielsen & Nielsen, 2009;Schweitzer & Gudergan, 2011;Smith, Carroll, & Ashford, 1995). Such informal means and structures in alliances also improve learning (Bucic & Gudergan, 2004) and can be leveraged through transformational and servant leadership behaviors that build trust and facilitate knowledge sharing (Schweitzer & Gudergan, 2010).…”

Section: Antecedents Of Fit In Isasmentioning

confidence: 99%