Firm Competitive Advantage Through Relationship Management

Deszczyński, Bartosz

doi:10.1007/978-3-030-67338-3

Cited by 6 publications

(6 citation statements)

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“…Other factors include localisation, loyal employees, financial situation, and good relations with customers or the authorities. In a market with differentiated products, companies can achieve high and sustained profits using strategic goals, portray the product as unique through advertising, as well as secure loyal customers [Deszczynski (2021)]. Firms can offer client-specific solutions, which increases loyalty [Muller and Zenker (2001)].…”

Section: Profitability and Degree Of Profit Persistence-theory And Li...mentioning

confidence: 99%

The Dynamics of the Profitability and Growth of Restaurants; The Case of Norway

2022

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The restaurant industry is quite similar across borders. It is a labour-intensive industry that is important for tourism and employment. It consists mainly of many small businesses that are regionally dispersed. There are many studies that have analysed this sector. However, rather few articles have focused on the dynamics of growth and profit. The purpose of this paper is to apply the theory of profit persistence and the law of proportionate effect (LPE) to Norwegian restaurants by using publicly available public panel data from 2010 to 2019. The sample includes 866 restaurants. One important finding is that Gibrat’s law (LPE) does not seem to hold, meaning the growth is not independent of the size of the firms. Small businesses grow faster than the others, and they are also more profitable. There is some degree of profit persistence in the restaurant industry. Profitability is negatively linked to debt ratios but positively related to working capital. The study shows there is a trade-off between size and profit. These findings are useful for the industry and for others (public planning, lenders, and more).

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Section: Profitability and Degree Of Profit Persistence-theory And Li...mentioning

confidence: 99%

The Dynamics of the Profitability and Growth of Restaurants; The Case of Norway

2022

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“…The relationship capital that can be obtained thanks to such intermediaries is not particularly high and varies greatly across firms' home countries (Marano et al, 2016). It seems mainly to reinforce the establishment of the initial level of contractual trust (Deszczyński, 2021). Still, the relatively insignificant investment of time and financial resources makes this strategy a safe option.…”

Section: Discussionmentioning

confidence: 99%

“…However, at this juncture we should first conceptualize the actual term. Relationship capital can be defined as the set of an organization's implicit intangible resources, an outcome of continuous (in) formal interactions inducing useful knowledge and leading to the development of beneficial positive associations with the organization and its representatives (Deszczyński, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Relationship capital mediation in the internationalization

Deszczyński,

Dymitrowski,

Fonfara

2023

EiP

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Motivation: The cornerstone of this paper is the assumption that in order to accelerate the internationalization process, companies trying to enter foreign markets have to “borrow” relationship capital from one or several mediating agents. The concept of relationship mediating agents fits into the network approach to internationalization and explains why entities with a dense network of connections tend to be more successful than single players.Aim: To examine the phenomenon of relationship capital mediation by different actors (agents) in the internationalization process as to the availability of these agents and their impact on the success of internationalization process.Results: The network perspective on internationalization is refined through the concept of relationship capital mediation. The paper introduces a typology of RCMA and outlines the relationship resources they provide in different timeframes related to the internationalization process, before, during and after the actual business project.

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“…Secondly, firms should pay attention to matching the characteristics of their own enterprises when organizing and managing relationship learning. Although the construction of external relationships and the acquisition of knowledge are very important for enterprises, enterprises should pay attention to the matching and compatibility of new capabilities and existing capabilities when cultivating relevant partnerships [90]. This study explores the impact of relationship management capabilities and relationship learning on service innovation performance and finds that companies jointly cultivate the two capabilities of maintaining cooperative relationships and acquiring knowledge from cooperative relationships.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Relationship Management Capability and Service Innovation Performance: The Joint-Effect of Relationship Learning and Competitive Intensity

Zhu

Zhang

et al. 2022

Sustainability

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Relationship management capability is a significant factor in promoting a firm’s service innovation performance. Although there is a rich body of study on the role of relationship management capability in performance of firms, scant attention has been paid to the joint effect of relationship learning and competitive intensity. Drawing on the service innovation, network capability and relationship learning theories, this paper establishes a relevant conceptual model, and adopts a hierarchical regression analysis to examine the model with a data set of 298 firms from China. Results show that relationship management capability positively affects the service innovation performance of firms; however, relationship learning partially negatively moderates the relationship between relationship management capability and service innovation performance. The three-way interaction effects of relationship management capability, relationship learning and competitive intensity are partially significant. This paper extends the existing literature on service innovation, network capabilities and relational learning in a service-centered economy. The findings further clarify the process mechanism of the impact of relational management capabilities on enterprise service innovation performance, and should help enterprises utilize relational learning and competitive intensity to break through resource limitations rapidly. The paper offers some enlightenment on promoting service innovation.

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Firm Competitive Advantage Through Relationship Management

Cited by 6 publications

References 0 publications

The Dynamics of the Profitability and Growth of Restaurants; The Case of Norway

The Dynamics of the Profitability and Growth of Restaurants; The Case of Norway

Relationship capital mediation in the internationalization

Relationship Management Capability and Service Innovation Performance: The Joint-Effect of Relationship Learning and Competitive Intensity

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