The relevance of relational capabilities in collaborative decisions

Abstract

Purpose This study aims to focus on inter-firm collaboration, exploring the main capabilities that can make a business more or less open to collaboration; it also considers the role of both firm-specific and relationship-specific capabilities. The paper proposes a model that can be used to study how the combination of the two categories of capabilities determines a firm’s approach to collaboration. Design/methodology/approach Through a survey of high-end hotels in tourist destinations in Italy and the USA, this paper tests variable connected with firm-specific and relationship-specific aspects, using confirmatory factor analysis. Findings Firms with greater capabilities are less open to cooperation; weaker firms with fewer resources appear to be more inclined to cooperate, probably to gain access to resources and competencies they do not possess. Research limitations/implications From a scientific perspective, this paper suggests an analysis based on both individual and relational capabilities when deciding whether to collaborate, while most studies based on a relational view just consider relational capabilities. The study could be enlarged to other countries and contexts. Practical implications From a practical perspective, it indicates the importance of accounting for different and sometimes diverging aspects when deciding to cooperate. Social implications In terms of social implications, it shows that, apart from the relational capabilities they have, potential partners can decide not to collaborate. Originality/value The paper suggests a method of analyzing both individual and relational capabilities when deciding whether to engage in a collaboration. It shows that firms’ behavior does not necessarily depend on the firm’s relational capabilities.

How relational capability can influence the success of business partnerships

“…Various fields have studied RCs and their impact on business performance (Della Corte et al. , 2021; Rungsithong et al.…”

“…This involves identifying potential partners and assessing their suitability to meet the necessary conditions for the alliance. Some of the main risks that can lead to failure and underperformance are opportunism and free riding, lack of credibility of the partner and lack of clarity of the method and project (Della Corte et al. , 2021)After skimming and a careful selection process, negotiations (including legal ones) begin with the partner testing the feasibility of the partnership.…”

“…, 2013). Moreover, some studies (Della Corte et al. , 2021) point out that the company may decide to “go alone” if managerial capacities are highA set of pre-requisites must be defined.…”

Temporal Flow of Technology Transfer Capability: Beyond the Lifecycle

“…Furthermore, aligned with the propositions of Yuan et al (2018), research could be conducted aimed at including elements intrinsic to the technical and institutional environments in the technology transfer process and, finally, according to Silva and Rossi (2018) and Della-Corte et al (2021), further research from the relational capabilities perspective could better explain the cooperative processes between university and company. Therefore, it would allow the highlighting of advantages and benefits for both sides involved in technology transfer relationships.…”

Structural networks and dyadic negotiations in tourism destination ecosystems

“…This interdependency between firms has become increasingly recognized, and the term “ecosystem” is used to refer to contexts in which diverse stakeholders collectively and through shared activity chains provide a coherent total product (Adner, 2016; Hannah and Eisenhardt, 2018). Although ecosystems lean toward collaborative modes of interaction for reaching integrative agreements and joint value-creation, they also involve competition for shares of that value and for access to resources (Della Corte et al , 2021; Marasco et al , 2018).…”