Firm performance and alliance capability: the mediating role of culture

Luvison, Dave; Man, Ard‐Pieter de

doi:10.1108/md-09-2014-0580

Cited by 16 publications

(17 citation statements)

References 108 publications

(155 reference statements)

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“…In competitive contexts where digitalisation and intelligence are emerging, boundary management has become relevant as a means to affect the future development of business processes. Based on our findings, firms should increasingly determine whether business processes flexibly support partnerships by forging their own boundary capabilities or by 'plugging in' to partners' capabilities (Luvison and de Man, 2015;Niesten and Jolink, 2015).…”

Section: Figure 3 -An Explicative Framework For Boundary Managementmentioning

confidence: 96%

“…Prior studies merely highlight the role of firm boundaries in BPM (Fiorentino, 2016) and define boundary management as the negotiation of knowledge (Roberts and Beamish, 2017). As supply chain management is predominantly represented through relationship management, critical issues involve managing relationships between processes, activities and people (Luvison and de Man, 2015; Niesten and Jolink, 2015). Thus, scholars and practitioners must identify ways to face such issues.…”

Section: Introductionmentioning

confidence: 99%

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From the boundaries of management to the management of boundaries

Caputo

Fiorentino

Garzella

2018

BPMJ

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Purpose -This paper examines some of the new capabilities that are required for the facilitation of business processes management (BPM) in the current political and technological landscape. Specifically, the goal is to investigate the role of firm boundaries, from a business processes perspective, in new contexts in which the affirmation of digitalization requires more integration across a complex network of partners. Design/methodology/approach -The paper is based on a review of relevant literature on BPM, firm boundaries and negotiation. By critically integrating this literature, a framework is developed with the objective of supporting the management of boundaries. Findings -BPM, new competitive contexts, and the technological landscape require the development and management of boundary capabilities. Among these capabilities, "boundary management" -how managers coordinate resources, activities and business processes on the boundaries of the firmshould play a key role. Moreover, as managers must continuously interact with multiple partners in digital supply chains, the organizational model of negotiation serves as a means of effectively managing firm boundaries. Practical implications -Our framework offers insights and guidelines that can help practitioners manage the boundaries of business processes. We encourage a focus on business processes occurring at firm boundaries. Furthermore, we encourage the development of new capabilities in response to the needs of practitioners to ensure best practices of negotiation. Originality/value -This study shifts the emphasis of BPM from the boundaries of management to the management of boundaries. By shedding light on new capabilities required, this paper enriches the BPM literature and can assist, on the one hand, in reconfiguring business processes in the new political and technological landscape and, on the other hand, in facilitating effective negotiation.

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Section: Figure 3 -An Explicative Framework For Boundary Managementmentioning

confidence: 96%

Section: Introductionmentioning

confidence: 99%

From the boundaries of management to the management of boundaries

Caputo

Fiorentino

Garzella

2018

BPMJ

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“…Consequently, the relational view advocated that when vertical power asymmetries exist among the collaborating business partners, the potential for extreme knowledge utilization by major and stronger partners is generally offset by the complementarities of the weaker partners (Obayi, Koh, Oglethorpe, & Ebrahimi, 2017). Therefore, relational capability has been established to positively influence marketing intelligent gathering (Pham et al, 2017), enhance firm's cultural orientation (Luvison & de Man, 2015), capability for the co-value creation and information sharing (Ngugi et al, 2010), and expedite the conversion of customer knowledge into specific market product (Sánchez-Gutiérrez, Cabanelas, Lampón, & González-Alvarado, 2018):…”

Section: Relational Capability and Learning Capabilitymentioning

confidence: 99%

“…Relational capability creates defensible competitive advantage by enabling SMEs to develop and leverage interfirm collaboration into beneficial relationship. Luvison and de Man (2015) opined that with active relational capability SMEs firms achieve superior alliance portfolio performance. It is an essential capability that enhances SMEs relational values and performance (Cheng, Chen, & Huang, 2014), and significantly influences internal quality suppliers and customers integration, which, in turn, enhances performance (Yu & Huo, 2018).…”

Section: Relational Capability and Performancementioning

confidence: 99%

Technological capability, relational capability and firms’ performance

Salisu

Bakar

2019

REGE

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Purpose The purpose of this paper is to empirically evaluate the mediating role of learning capability on the relationship between technological capability, relational capability and small and medium enterprises (SMEs) performance in developing economy of Africa. Design/methodology/approach A quantitative survey design was employed to collect the data from owner/manager of manufacturing SMEs in Nigeria. Partial least square structural equation model was used in the evaluation of both the measurement and structural models to determine the reliability and validity of the measurement and test the hypotheses, respectively. Findings The statistical result indicates a positive relationship between technological capability, learning capability and SMEs performance. Equally, relational capability significantly and positively relates to SMEs learning capability. However, relational capability negatively relates to SMEs performance, while technological capability also negatively relates to learning capability. Furthermore, learning capability mediates the negative relationship of relational capability and SMEs performance to significant positive relationship, while it does not mediate the relationship of technological capability and performance. Research limitations/implications The analysis of this study is restricted to only resource-based view and dynamic capability theory. Data of the study were collected once a time on a self-reported technique. The study contributed significantly to the body literature on technological and relational capabilities and performance. It also demonstrated the need for SMEs manager to recognize and appreciate the roles of these strategic capabilities in achieving sustainable competitive position. Practical implications Through relational capability SMEs develops efficient collaborative relationship to acquire new techniques, knowledge. This is specifically, essential for SMEs firms from less developing and emerging economies as they are lagging behind at the global competitive platform, and that the possession of specific advantage locally may not be adequately enough to help penetrate the global markets. Similarly, technological capability enable firms to identify acquire and apply new external knowledge to develop operational competencies which may lead to the attainment of superior performance. Social implications Government policies and programs designed to support technological development and innovation must be adjusted to consider the peculiar nature of SMEs firms in terms of technology and innovativeness that enhances competitive position and performance. Originality/value This study empirically examined the relationship of technological and relational capabilities and the SMEs learning capability and performance.

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“…Following Geringer and Hebert (1991), Kale and Singh (2007) and Luvison and De Man (2015) and the feedback from the field interviews, we measured cooperative performance using six items (Cronbach's alpha = 0.914) to reflect the extent of cooperation the firms achieved according to the goal, such as market performance, competitive advantage and perceived satisfaction from the cooperative relationship. We used subjective measures, rather than financial indicators, because improvements in financial performance can be caused by irrelevant reasons and do not accurately reflect the extent of cooperation; moreover, better financial performance is often not the key goal of cooperation and many alliances aim to achieve more long-term interests and are willing to make sacrifices in short-term financial benefits.…”

Section: 782mentioning

confidence: 99%

Managing conflict and trust as coopetition within alliance partnerships in an emerging economy

Shen

Gao

Zhang

2019

South African Journal of Business Management

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This study applies a coopetition perspective to articulate the complex interactive nature of conflict and trust between partners, aiming at revealing how specific patterns of conflict (task and emotional) and trust (cognitive and affective) interact with each other in impacting the focal firm's performance within the alliance partnership.Method: Using survey data collected from 490 sampled firms in China, we ran three regression models to test four hypotheses from the interactive matrix between different dimensions of conflict and trust. Results:The results indicate that the coupled pattern (the interaction between emotional conflict and affective trust) and the compatible pattern (the interaction between task conflict and cognitive trust) could improve firm performance, whereas the dysfunctional pattern (the interaction between emotional conflict and cognitive trust) and the mismatched pattern (the interaction between task conflict and affective trust) could harm firm performance within alliance partnerships. Conclusion:The new findings imply diverse ways to combine conflict and trust to achieve the best synergistic effect for allied firms in emerging economies, and thus extend and enrich the literature by providing contextual knowledge regarding 'conflict and trust as coopetition phenomena' in relevant fields.

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Firm performance and alliance capability: the mediating role of culture

Cited by 16 publications

References 108 publications

From the boundaries of management to the management of boundaries

From the boundaries of management to the management of boundaries

Technological capability, relational capability and firms’ performance

Managing conflict and trust as coopetition within alliance partnerships in an emerging economy

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