The evolution of governance mechanisms and negotiation strategies in fixed-duration interfirm relationships

Ness, Håvard; Haugland, Sven A.

doi:10.1016/j.jbusres.2003.08.013

Cited by 94 publications

(85 citation statements)

References 45 publications

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“…Although we have neglected to present a full longitudinal analysis of Ryanair's negotiation practices, their negotiation behaviors have changed and evolved over their history. Despite on-going controversies in negotiation theory about the exact role of learning and experience in increasing negotiation performance (Caputo, 2013), the body of research, nonetheless, shows that individual negotiation ability is definitely shaped by learning and experience (Ness and Haugland, 2005). One might not become a better negotiator over time, but ability in negotiation is a function of previous 21 engagements.…”

Section: Evolutionmentioning

confidence: 99%

Building theory on the negotiation capability of the firm: evidence from Ryanair

Caputo

Borbely

Dabić

2019

JKM

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Purpose: In an attempt to build upon existing theory, this paper investigates the potentially reciprocal relationship between negotiation and strategy, and strives to contribute towards a better understanding of the ways in which organizations negotiate.Design/methodology/approach: Built upon the integration of two different bodies of literature, negotiation and strategy, and on the analysis of the case of Ryanair, this paper argues for an integrated approach to negotiation and organizational capabilities. Findings:The case study allows for a clearer understanding of how negotiation capability can play a significant role in supporting the creation and sustainment of competitive advantage, even under unfavorable industry settings.Originality/value: The paper contributes to theoretical development by offering new and insightful explanations of firms' behavior, moving beyond the classic interpretation of industry dynamics, such as bargaining power. This study has implications for both practice and research, as it offers a better and more holistic understanding of the strategy making process and the foundations of its success.

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Section: Evolutionmentioning

confidence: 99%

Building theory on the negotiation capability of the firm: evidence from Ryanair

Caputo

Borbely

Dabić

2019

JKM

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“…Nevertheless, some questions related to time relevant to temporary organizational forms in general remain appropriate for a breakaway, e.g. how do the degree and pattern of co-operation evolve in temporal organizational forms and how is this influenced by the approaching deadline (Ness & Haugland, 2005)? For a breakaway, the peculiarity of the deadline is that it is not a specific time but it depends on whether the breakaway is near the finishing line and the following riders are close to the breakaway, elements that depend themselves on the stage's profile: being at five kilometers from the finishing line or having an advance of one minute at five kilometers from the finishing line has not the same meaning whether the stage is flat or a mountain stage.…”

Section: Temporary Organizational Formsmentioning

confidence: 99%

Temporary organizational forms and coopetition in cycling

Scelles

Mignot

Cabaud³

et al. 2018

TPM

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Purpose: In road cycling races, one of riders' main objectives is to win stages, which most often requires breaking away from the pack of riders. What is it that makes a breakaway succeed, i.e. enable one of its members to win the stage? Originality/value: The present study adds to the literature on temporary organizational forms, coopetition and cycling performance by analyzing within-stage data in cycling and, as such, enabling to capture its strategic dimension.

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“…A recent development in this debate is the duality perspective proposed by Möllering (2005). Others stress that relational governance functions, but formal contracts, are complementary to trust, coexisting, and jointly contributing to the development of a relationship (Poppo & Zenger, 2002;Håkansson & Ford, 2002;Ness & Haugland, 2005).…”

Section: Theory and Hypothesismentioning

confidence: 99%

Creativity and Innovation as Strategic Resources in International Business Markets

2013

CUBR

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This study focuses on Medium-Sized Multinationals (MSMs) that belong to the sectors of mechanics and electronics, and that operate in dynamic international business markets. This work aims to investigate how international marketing strategies are based and maybe in some cases actually heavily dependent on the capacity to form and enhance skills in design, engineering, and production activities, and on the propensity to invest more resources in research and development (R&D) activities as well as in activities that are more strictly speaking production based (manufacturing). Undoubtedly, in a global and dynamic business, creative knowledge is one of the key resources that firms must possess in order to take up international strategies successfully. Creativity and innovation are strategic resources for all firms, including those of a medium size and even more for those that belong to the so-called "traditional sectors". This study also has the objective of examining the influence of the structure and composition of a technological MSMs international alliance portfolio in order to understand which forms of international collaboration are more opportunities for firms that aspire to increasing their know-how and taking up new and more sophisticated forms of exploratory innovation. The present work highlights the results of an empirical research that were carried out during the years 2000-2009. The research involved more than 80 firms of the mechanical and electronics department in the Marche region in Italy.

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The evolution of governance mechanisms and negotiation strategies in fixed-duration interfirm relationships

Cited by 94 publications

References 45 publications

Building theory on the negotiation capability of the firm: evidence from Ryanair

Building theory on the negotiation capability of the firm: evidence from Ryanair

Temporary organizational forms and coopetition in cycling

Creativity and Innovation as Strategic Resources in International Business Markets

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