How teams in networked organisations develop collaborative capability: processes, critical incidents and success factors

Ulbrich, Sebastian; Troitzsch, Heide; Anker, Fred Van den; Plüss, Adrian; Huber, Charles H.

doi:10.1080/09537287.2010.536621

Cited by 26 publications

(25 citation statements)

References 26 publications

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“…However, in this case, the OEM has still a residual demand (resD tj ), computed according to (9), to allocate:…”

Section: Utilization-based Allocation Strategymentioning

confidence: 99%

“…Ulbrich et al [9] presented a study of three networked organizations in Austria and Switzerland identifying six success factors: partners with complementary competencies that meet task requirements; open and transparent communication; high level of commitment; similarity regarding authority and rank within the firm; negotiation and agreement on rules of cooperation; and reasonable expectation of success. The order allocation is crucial for the high level of commitment and reasonable expectation of success in terms of revenue of the suppliers.…”

Section: Introductionmentioning

confidence: 99%

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Order allocation in a multiple suppliers-manufacturers environment within a dynamic cluster

Renna

Perrone

2015

Int J Adv Manuf Technol

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This study faces the problem of how to evaluate order allocation strategies in a multiple suppliersmanufacturers environment within a dynamic industry cluster that is an environment in which suppliers adopt a policy based on their performance to select the clusters in which to operate. Therefore, the allocation strategy performed by the manufacturers is crucial to keep a long-term supply chain partnership with a specific industry cluster. We use simulation to evaluate order allocation strategies under different market conditions. We show how an allocation strategy that takes into account the whole supply chain's perspective leads to a sustainable development of the clusters of suppliers.

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“…However, in this case, the OEM has still a residual demand (resD tj ), computed according to (9), to allocate:…”

Section: Utilization-based Allocation Strategymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Order allocation in a multiple suppliers-manufacturers environment within a dynamic cluster

Renna

Perrone

2015

Int J Adv Manuf Technol

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“…Relationship orientation affects the outcomes of collaborative innovation (Dyer & Singh 1998;Blomqvist & Levy 2006). As a way of improving innovation performance, relationship orientation places increased emphasis on collaborative capabilities of the organization (Blomqvist & Levy 2006;Ulbrich et al 2011). …”

Section: Collaborative Innovation Readiness: the Role Of Relationshipmentioning

confidence: 99%

“…Relationship orientation focuses on proactive management of valued relationships with others, such as suppliers, that would result in mutual learning and incentives at a profit (Morgan & Hunt 1994;Ulbrich et al 2011). Relationship orientation affects the outcomes of collaborative innovation (Dyer & Singh 1998;Blomqvist & Levy 2006).…”

Section: Collaborative Innovation Readiness: the Role Of Relationshipmentioning

confidence: 99%

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Collaborative innovation in the Pakistan’s dairy industry: effectiveness of managerial leadership and organizational readiness

Yaseen¹

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Buyer-supplier relationships have become increasingly important for generating innovation in the food industry. Despite extensive literature in this area of research, the most specific question of managerial leadership fostering innovation collaboratively has received considerably less attention.This could be one reason why collaborative innovation remains largely elusive for managers.Scholars have urged the theoretical development and empirical validation in this area of inquiry.The study empirically relates two important areas of strategic management research: the managerial leadership and the organizational readiness to innovate collaboratively. More specifically, the study examined the impact of transformational and transactional leadership behaviours (as measured by MLQ) on organizational readiness capabilities such as adaptability, information exchange, organizational learning culture and contracting to determine how managers influence and prepare their organizations for innovation through buyer-supplier relationships in the context of agribusiness such as Pakistan's dairy industry.Two theoretical lenses namely full range leadership and dynamic capabilities view were used to review the literature for proposing the conceptual model for the study. The conceptual model was tested through Partial Least Squares Structural Equation Modelling (known as path modelling). The path model was employed by using a Likert-scaled questionnaire through 372 cross sectional valid surveys. Face-to-face method was utilized to collect data for empirical testing of relationship, if any, exists between managerial leadership behaviours and organizational readiness capabilities thereby fostering collaborative innovation performance. Further, twenty nine key informant interviews were recorded to discuss the path modelling results of the study.The structural model showed a good fit with the quantitative data through reliability and validity.The analysis provided the strong support for all (fifteen) hypotheses. Both transformational and transactional behaviours were found to have positive impact on organizational readiness capabilities for generating innovation through buyer-supplier relationships. The passive/avoidant behaviours were also tested and found significantly negative for generating collaborative innovation performance thereby eliminated for the advance modelling.The study findings revealed managers should utilize both transformational and transactional leadership behaviours to prepare their organizations for the purpose of innovation through buyersupplier relationships in the enterprise model of Pakistan's dairy industry. Further, the study identified adaptability, information exchange, organizational learning culture and contracting as the underlying mechanisms through which leadership influences collaborative innovation performance.ii In the PLS-SEM study results, transactional behaviours exhibited greater significance in comparison with the transformational behaviours. While, transformational behaviours after dr...

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Healthcare Transformation Through Change Management Process for Innovation

Kazmi¹,

Naaranoja²

2018

Advances in Intelligent Systems and Computing

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How teams in networked organisations develop collaborative capability: processes, critical incidents and success factors

Cited by 26 publications

References 26 publications

Order allocation in a multiple suppliers-manufacturers environment within a dynamic cluster

Order allocation in a multiple suppliers-manufacturers environment within a dynamic cluster

Collaborative innovation in the Pakistan’s dairy industry: effectiveness of managerial leadership and organizational readiness

Healthcare Transformation Through Change Management Process for Innovation

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