The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda

Oliveira, Nuno; Lumineau, Fabrice

doi:10.1177/0149206318804027

Cited by 151 publications

(95 citation statements)

References 167 publications

(245 reference statements)

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“…Integrative reviews (e.g. Akerjordet, Furunes, & Haver, 2018;Baum, Kralj, Robinson, & Solnet, 2016;Haver, Akerjordet, & Furunes, 2013;Oliveira & Lumineau, 2019) allow for the inclusion of original papers with different methodologies in the same review paper (Whittemore & Knafl, 2005). This type of review is suitable when reviewing a field with relatively few published papers and with varying methodology, including qualitative, quantitative, and mixed methods.…”

Section: Reflections On Systematic Reviews: Moving Golden Standards?mentioning

confidence: 99%

Reflections on systematic reviews: moving golden standards?

Furunes

2019

Scandinavian Journal of Hospitality and Tourism

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Section: Reflections On Systematic Reviews: Moving Golden Standards?mentioning

confidence: 99%

Reflections on systematic reviews: moving golden standards?

Furunes

2019

Scandinavian Journal of Hospitality and Tourism

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“…Findings show that use of effectuation has potential to develop a dark side within business-tobusiness buyer-supplier relationships through unintentional breaches of trust by the small supplier (Oliveira & Lumineau, 2019). It has been possible to develop a conceptual model by using conceptual deduction (Meredith, 1993), synthesising study findings with literature pertaining to KAM, NPD activity and effectuation (Sarasvathy, 2009), presented in Figure 2.…”

Section: Theoretical Contribution: the Unintentional Dark Side Of Effmentioning

confidence: 98%

The dark side of effectuation in a key account management relationship

McGowan

Simms

Pickernell

et al. 2020

JBIM

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Purpose The purpose of this paper is to consider the impact of effectuation when used by small suppliers within key account management (KAM) relationships. Design/methodology/approach An exploratory longitudinal case study approach was used to examine a single small supplier operating in the snack foods sector of the UK foods industry, as it entered into a new KAM relationship with a major retailer and undertook four new product development projects. Findings Findings suggest effectuation may positively moderate the ability of a small supplier to enter into a KAM relationship by enabling it to obtain resources and limit risk. However, once within the relationship, the use of effectuation may negatively impact success by increasing the potential for failure to co-create new product development, leading to sub-optimal products, impacting buyer confidence and trust. Furthermore, a failed KAM relationship may impact other customers through attempts to recover revenues by selling these products, which may promote short-term success but, in the long-term, lead to cascading sales failure. Research limitations/implications It cannot be claimed that the findings of just one case study represent all small suppliers or KAM relationships. Furthermore, the case presented specifically concerns buyer-supplier relationships within the food sector. Practical implications This study appears to suggest caution be exercised when applying effectuation to enter into a KAM relationship, as reliance on effectual means to garner required resources may lead to the production of sub-optimal products, which are rejected by the customer. Additionally, a large customer considering entering into a KAM relationship with a small supplier should take care to ensure their chosen partner has all resources needed to successfully deliver as required or be prepared to provide sufficient support to avoid the production of sub-optimal products. Originality/value Findings suggest the use of effectuation within a KAM relationship has the potential to develop a dark side within business-to-business buyer-supplier relationships through unintentional breaches of trust by the selling party.

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“…In de wetenschappelijke literatuur staat het samenwerken van twee of meer organisaties bekend als 'interorganisationele samenwerking' (Levine and White 1961;Ring and Van de Ven 1994;Van der Meer-Kooistra and Vosselman 2000;Dekker 2004;Van Delden 2010;Dozy 2011). Uit verschillende onderzoeken blijkt dat interorganisationele samenwerking complex is (Huxham and Vangen 2000;Bryson et al 2006), veel samenwerkingsrelaties niet slagen (Das and Teng 2000;Longoria 2005) en dat interorganisationele samenwerking negatieve effecten kan hebben zoals het ontstaan van conflicten, opportunisme of onethische praktijken (Oliveira and Lumineau 2019). Voor het onderzoek is gezocht naar onderzoek dat een overzicht geeft van factoren die bepalend zijn voor een succesvolle samenwerking tussen organisaties.…”

Section: Theoretisch Kaderunclassified

Horizontaal toezicht in de zorg: het belang van interne beheersing en vertrouwen

Neerbos¹,

Ven²

2021

MAB

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Vijf ziekenhuizen zijn in 2017 of 2018 overgegaan op Horizontaal Toezicht. In dit onderzoek is onderzocht hoe de samenwerkingsrelatie omtrent Horizontaal Toezicht tussen het ziekenhuis en de representerende zorgverzekeraar eruitziet. De samenwerking is geanalyseerd aan de hand van de factoren van een veelbelovende samenwerking (Mattessich and Johnson 2018). Uit het onderzoek blijkt dat er gedeelde positieve effecten en negatieve effecten van Horizontaal Toezicht door zorgverzekeraars en ziekenhuizen worden gesignaleerd. Daarnaast komen in het onderzoek ook verschillen in de samenwerkingsrelatie naar voren, waarbij de mate van vertrouwen is gekoppeld aan de mate van beheersing. Naast een positieve ontwikkeling van vertrouwen in de relatie op de interne beheersing laat het onderzoek ook zien dat er sprake kan zijn van een negatieve spiraal tussen vertrouwen en beheersing.

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The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda

Cited by 151 publications

References 167 publications

Reflections on systematic reviews: moving golden standards?

Reflections on systematic reviews: moving golden standards?

The dark side of effectuation in a key account management relationship

Horizontaal toezicht in de zorg: het belang van interne beheersing en vertrouwen

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