Interpersonal interaction in business triads—Case studies in corporate travel purchasing

Holma, Anne-Maria

doi:10.1016/j.pursup.2012.04.002

Cited by 54 publications

(58 citation statements)

References 74 publications

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“…Our research proposition suggests that good relationship amongst supply chain members have performance benefits to individual supply chain members as well as the performance of the whole supply chain ( Figure 1). The SNT is therefore relevant to this paper and has been successfully applied in previous triadic supply chain studies (Holma, 2012;Peng, Lin, Martinez, & Yu, 2010;Trienekens, 2011;Wuyts, Stremersch, Van den Bulte, & Franses, 2004). Hence, the application of the social network theory will be useful in advancing conceptual and practical understanding of the performance implications of RQ in a triadic context.…”

Section: Theoretical Perspectives and Hypothesismentioning

confidence: 99%

Performance perceptions among food supply chain members

Odongo

Dora

Molnár

et al. 2016

British Food Journal

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Performance perceptions among supply chain members: A triadic assessment of the influence of supply chain relationship quality on supply chain performance Abstract Purpose: A good supply chain relationship quality (RQ) is a crucial precursor for any stable exchange relationship which ensures relationship continuity. Although empirical research suggests that strengthening RQ improves supply chain performance (SCP), most studies have focused on dyadic business relationships. To fully understand the relational behaviour of a firm embedded in a supply chain, we need to look beyond the dyad into triads. This paper investigates how SCP is influenced by RQ in a triadic agribusiness supply chain.Design/methodology/approach: Evidence is drawn from a quantitative survey of 150 agribusiness firms in the maize supply chain in Uganda. Data was collected in triadic context from 50 direct supply chains each composing of a supplier, focal firm and customer. Multigroup structural equations modelling (SEM) was used to assess the differences in perception on the influence of RQ on SCP amongst the supply chain members. Findings:Results provides empirical support for the positive influence of RQ on SCP. SEM reveals differences in perception between the upstream and downstream and amongst the supply chains members. While focal firms considered conflict, coercive power, commitment and trust to be important; suppliers considered trust, dependency and non-coercive power; and customers considered trust, dependency and coercive power to be important RQ factors affecting supply chain performance. Practical implications:For agribusiness managers to enhance business performance there is need to cultivate strong and mutual relationship with supply chain members. It is also important to know how to handle conflicts and use of power so as to realise the benefits of supply chain relationships. Originality/value: Our paper is novel in that it assesses SCP in a triadic context in an agribusiness sector from a developing country context. We used novel approaches including analysis of a triad, and multiple groups SEM to assess perceptions of each supply chain member's. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 there still remains some critical gaps in SCM literature that deserve critical attention.Firstly, most previous studies have focused on business-to-business (b2b) or businessto-consumer (b2c) relationships in dyadic settings (Athanasopoulou, 2009; Choi & Wu, 2009;Molnár et al., 2010;Nyaga et al., 2010). Analysing the supply chain at a dyadic level does not bring out the underlying dimensions of a supply chain (Kühne, Gellynck, & Weaver, 2013;Mentzer et al., 2001;Molnár et al., 2010;Rungtusanatham, Salvador, Forza, & Choi, 2003;Wu, Choi, & Rungtusanatham, 2010).Secondly, most studies used data derived using a focal firm approach. This approach is not devoid of t...

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Section: Theoretical Perspectives and Hypothesismentioning

confidence: 99%

Performance perceptions among food supply chain members

Odongo

Dora

Molnár

et al. 2016

British Food Journal

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“…Corporate travel, as is typical of business consumption services, requires substantial administrative efforts and on-going interactions at several organizational levels (Wynstra et al, 2006), where both managerial and operational-level interactions are central (Holma, 2012). Travel services are contracted on the basis of competitive bidding at the managerial level (cf.…”

Section: Corporate Travel Purchasing and Managementmentioning

confidence: 99%

“…Travel services are contracted on the basis of competitive bidding at the managerial level (cf. Wynstra et al, 2006), whereas travel bookings and payments to suppliers, as well as payment of daily allowances to the employees, are handled at the operational level (Holma, 2012).…”

Section: Corporate Travel Purchasing and Managementmentioning

confidence: 99%

“…Corporate travel management can be a challenging subject, however, as it involves not only the management of relationships between corporate buyers, travel agencies and suppliers (Douglas & Lubbe, 2006;Holma, 2012), but also employee relationships and internal managerial control (Gustafson, 2013). Organizations have developed policies on service purchases and have a set of approved suppliers to business travel purchases.…”

Section: Introductionmentioning

confidence: 99%

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Ensuring corporate travel compliance – Control vs. commitment strategies

2015

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h i g h l i g h t sWe investigate travel policy compliance within a triadic travel supply chain. We focus on control and commitment strategies within the corporate travel context. Both control-and commitment-based strategies will gain traveller compliance. Service quality and proactive approach secure the use of the contracted services. Corporate travel management shares similar perspectives with leisure travel. a b s t r a c t Business travel has increased substantially during the past few decades. Business travel costs are one of the main controllable costs in international corporations, and thus companies are imposing stricter policies on corporate travel to create savings and efficiency. For travel management, the current literature suggests two alternative management strategies based on either a control-oriented or a commitmentoriented approach. In this paper we present an in-depth case study that investigates the impact that each type of strategy has on corporate travel policy compliance. Specifically, we investigate how the strategies are executed in a triadic travel supply chain setting, consisting of a corporate travel buyer, a business travel agency and a technology provider. Our findings show that both the control and commitment-based strategies are used in all stages of the travel process. The seminal finding is that the competitiveness and high quality of services provided internally by the buyer in collaboration with the triad members e rather than strict control and monitoring e is essential to travel policy compliance. This finding shows that corporate travel management shares similar perspectives to leisure travel in that service quality is key to securing business. Furthermore, a proactive approach to control via a wellestablished and reasonable travel policy is needed.

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“…Further, efficient travel management has been shown to be well correlated with enterprise revenue growth, profit growth, and asset efficiency (Dyment, 2009). As a result large enterprises employ Corporate Travel Managers to manage corporate travel enterprise (Holma, 2012;Lubbe, 2003;Mason, 2002).…”

Section: Introductionmentioning

confidence: 99%

A method for quantifying travel productivity for corporate travel managers

Sherry

2015

Journal of Air Transport Management

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Interpersonal interaction in business triads—Case studies in corporate travel purchasing

Cited by 54 publications

References 74 publications

Performance perceptions among food supply chain members

Performance perceptions among food supply chain members

Ensuring corporate travel compliance – Control vs. commitment strategies

A method for quantifying travel productivity for corporate travel managers

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