Network market orientation as a relational governance mechanism to public-private partnerships

Irún, Beatriz; Monferrer, Diego; Tena, Miguel Ángel Moliner

doi:10.1016/j.jbusres.2020.08.044

Cited by 17 publications

(16 citation statements)

References 88 publications

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“…First, PPPs function in a highly dynamic and complex context, resulting in many uncertainties for the partners in these PPPs (e.g. Irun et al. , 2020).…”

Section: Discussionmentioning

confidence: 99%

Relational quality in public–private partnerships: understanding social relationships in contract-based exchanges

Warsen

2023

IJPSM

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PurposeThe purpose of this paper is to conduct a systematic literature review of studies addressing relational quality in public–private partnerships (PPPs). The ambition of this study is twofold: first, to present more clarity regarding the definition of the concept. Second, to develop a framework that explains the antecedents, characteristics and outcomes of relational quality in PPPs.Design/methodology/approachA systematic literature review of 99 academic articles, which were analyzed and coded on the definition, characteristics, antecedents and outcomes of relational quality.FindingsThe study shows that trust, communication, commitment, openness and reciprocity are considered core aspects of the concept. The analysis further identifies important antecedents (e.g. shared values, leadership) and outcomes (performance, innovation) of relational quality in PPPs. The findings result in the development of a framework on relational quality in PPPs to be used for further research.Research limitations/implicationsThe findings indicate that relational quality is valuable for the functioning of PPPs, but the current focus of this review excludes studies addressing relational quality in other types of collaboration and public–private exchange. The lessons from these research fields might further improve people’s understanding of relational quality.Practical implicationsPractitioners should pay attention to relational quality in long-term PPPs. Among others, (process) management activities might contribute to relational quality as it stimulates communication and openness.Originality/valueThe presented framework explaining antecedents, characteristics and outcomes of relational quality allows for more structured use of this concept in future research.

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“…First, PPPs function in a highly dynamic and complex context, resulting in many uncertainties for the partners in these PPPs (e.g. Irun et al. , 2020).…”

Section: Discussionmentioning

confidence: 99%

Relational quality in public–private partnerships: understanding social relationships in contract-based exchanges

Warsen

2023

IJPSM

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“…As a managerial tool, market orientation implementation is reasonably affected by corporate governance (Gerum et al. , 2018; Irún et al. , 2020).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…, 2020). For example, Irún et al. (2020) explored the usefulness of the utilisation of network market orientation as a corporate governance mechanism to public–private partnerships in China.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Corporate governance and business performance of hotels in Western Australia: analysis of market orientation as a mediator

Kazemian

Djajadikerta

Trireksani

et al. 2022

BPMJ

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PurposeThis study examines whether corporate governance enhances the financial and social business performance of three-to five-star hotels in Western Australia (WA) through the three dimensions of market orientation (i.e. customer orientation, competitor orientation and inter-function coordination) as mediators.Design/methodology/approachData were collected from managers of hotels in the WA capital city of Perth and its surrounding areas using a questionnaire. Partial least squares structural equation modelling (PLS-SEM) was used to analyse the data.FindingsThe overall result shows interesting findings of market orientation’s mediating role. It is found that corporate governance may lead to better financial business performance through competitor orientation but not through customer orientation and inter-function coordination. Complementary, corporate governance may lead to better social business performance through customer orientation and inter-function coordination but not through competitor orientation.Originality/valueThis paper offers contributions to both literature and practice on what dimensions of market orientation are important to enhance the performance of hotels when corporate governance is applied.

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“…Research has shown that an organization can have multiple strategic orientations with varying degrees and that optimal strategic orientation depends on the context, such as the environment (Ozturan et al, 2014;Fr€ os en et al, 2015;Wu et al, 2018;Irun et al, 2020) and organizational specificities (Rnadhawa et al, 2021;Dong et al, 2016;Morgan and Anokhin, 2019). Therefore, as family businesses exhibit specificities in comparison to nonfamily businesses, optimal strategic orientation is likely to differ between the two.…”

Section: The Role Of Strategic Orientationmentioning

confidence: 99%

Comparative analysis of the role of strategic orientation, strategic performance metric focus and strategic audacity in driving firm performance: family businesses vs nonfamily businesses

Vlašić

2022

JFBM

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PurposeAs family and nonfamily businesses differ in how they do business, the focus of this manuscript is on understanding how strategy-level models can be misinterpreted if family involvement is not considered. Thus, in this manuscript, the focus is on understanding the extent to which strategic orientations (market orientation and technology orientation, which reflect strategic approach), strategic performance metric focus (financial-based, optimization-based and market-based, which reflect strategy evaluations) and strategic audacity (which reflects boldness in envisioning and delivering strategic outcomes) play a role in driving firm performance – in family businesses vs nonfamily businesses. Understanding how these drivers impact performance differently in family vs nonfamily businesses enables companies to better direct their strategic efforts.Design/methodology/approachAfter presenting theoretical concepts, authors use regression analysis on a sample of companies in a developing European Union (EU) country (n = 282) to evaluate the impact of strategic orientation, strategic performance metric focus and strategic audacity on firm performance separately in three samples: the full sample (consisting of both family and nonfamily-owned firms), sample of family businesses and the sample of nonfamily businesses.FindingsThe role of strategic orientation, strategic audacity and focal goals in driving firm performance differs depending on the company type (family vs nonfamily). In the case of nonfamily businesses, strategic audacity and technology orientation with the focus on efficiencies and markets are driving firm performance. In the case of family businesses, both market and technology orientation are important drivers of performance; the focus on financial and market indicators of performance is positively impacting performance, while the focus on efficiency indicators is diminishing the performance of family businesses. Thus, results show that of the performance drivers for family businesses, some are insignificant (strategic audacity), while some even have a negative impact (focus on optimization-based measures of performance) on family businesses' performance. Moreover, results show that some of the drivers of performance in case of family businesses (market orientation and focus on financial-based measures of performance) are not drivers of outstanding performance in the case of nonfamily businesses.Practical implicationsBest practices differ for family vs nonfamily businesses. In case of family businesses, comparing them to nonfamily businesses, market orientation and the focus on financial-based measures of performance have a greater impact on firm performance, while, at the same time, family businesses should refrain focusing on pursuing optimization-based measures of performance as such pursuit drives down their performance. Understanding the drivers of performance specific to family businesses will enable such firms to better navigate contexts characterized by ambiguity and uncertainty.Originality/valueThe manuscript evaluates how models, generally researched in the overall firm metrics, differ between family businesses and nonfamily businesses, thus delivering new insights into the important marketing concepts.

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Network market orientation as a relational governance mechanism to public-private partnerships

Cited by 17 publications

References 88 publications

Relational quality in public–private partnerships: understanding social relationships in contract-based exchanges

Relational quality in public–private partnerships: understanding social relationships in contract-based exchanges

Corporate governance and business performance of hotels in Western Australia: analysis of market orientation as a mediator

Comparative analysis of the role of strategic orientation, strategic performance metric focus and strategic audacity in driving firm performance: family businesses vs nonfamily businesses

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