The Role of Relational Knowledge Stores in Interfirm Partnering

Johnson, Jean L.; Sohi, Ravipreet S.; Grewal, Rajdeep

doi:10.1509/jmkg.68.3.21.34765

Cited by 263 publications

(247 citation statements)

References 113 publications

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“…Only recently have researchers begun to examine the role of sensemaking in new product (Akgun, Lynn, & Yilmaz, 2006) and interfirm outcomes (Johnson, Sohi, & Grewal, 2004). Beyond these few exceptions, research has focused on sensemaking in organizations rather than organizational sensemaking.…”

Section: Discussionmentioning

confidence: 99%

Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response

Neill

McKee

Rose

2007

Industrial Marketing Management

111

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Effective strategic planning demands that organizations develop an understanding of the forces shaping the situation by engaging the collective efforts and interpretive capabilities of various representatives of the organization. This study investigates the mechanisms by which such an understanding develops and, subsequently, shapes marketing strategy. Specifically, organizations are examined as sensemaking units stimulated by perceived environmental turbulence, cultural open-mindedness, and team functional diversity. These factors are modeled as determinants of an organization's sensemaking capability, which is comprised of communicative, interpretive, and analytical dimensions. This study argues that a developed sensemaking capability increases the potential range of strategic responses and, ultimately, enhances customer-based performance. The results from a sample of wholesale distributors suggest that organizations that maintain greater internal variety are better able to sense and respond to the environment.

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Section: Discussionmentioning

confidence: 99%

Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response

Neill

McKee

Rose

2007

Industrial Marketing Management

111

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“…Building from extant literature (e.g., [24,47]), we argue that firmlevel relational strategies are important, unexplored drivers of IFR development. We draw on interfirm relational theory (e.g., [9,65]) to propose relational proclivity (willingness to engage in IFRs) and relational capability (ability to make and manage strong IFRs) as components of a firm's relational strategy that influence IFR development, in terms of information flows and relational embeddedness.…”

Section: Introductionmentioning

confidence: 92%

“…A firm with greater relational capability possesses the ability to maneuver the quagmire of potential IFRs successfully and select a network of partners to facilitate its strategic objectives [32,39]. Relational capability derives from the stores of knowledge that the firm accumulates as it engages in IFRs (e.g., [47,57]). …”

Section: Relational Capabilitymentioning

confidence: 99%

Interfirm Relational Strategies and Innovation: the Role of Interfirm Relational Traits and Firm Resources

Yim¹,

Josephson

Johnson

et al. 2015

Cust. Need. and Solut.

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Building on relational and resource-based perspectives, this article investigates the indirect effect of interfirm relational strategies (relational proclivity and capability) on firm platform innovation, through their association with key interfirm relational traits (information flows and relational embeddedness). Given differences in firm usage and deployment of resources, the authors examine the moderating effects of two firm-level strategic levers critical to the innovation process: marketing intensity and R&D intensity. The test of this conceptual model uses primary and secondary data from 237 firms operating in high-tech industries. The results indicate that relational proclivity and capability positively influence interfirm relationship traits of information flows and relational embeddedness. These traits then have profound effects on firm platform innovation. In terms of moderation, the authors demonstrate that marketing intensity improves the ability of relational embeddedness to enhance platform innovation, whereas R&D intensity improves the ability of information flows to enhance platform innovation. The authors conclude with implications for marketing theory and practice.

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“…Moreover, Heide & Wathne (2006) argue that in long-term relationships with high social content, the parties adopt systematic cooperation. Obadia (2008) defines commitment expectations as the belief of the parties that the relationship is stable and safe (Johnson et al, 2004). As mentioned by Obadia (2008), trust enables companies to have access to crucial information needed to cooperate.…”

Section: The Relationship Between Cooperation and Trustmentioning

confidence: 99%

Relationship quality, cooperation and performance: The specific case of Portuguese companies operating in Angola

Alves¹

2015

DRMJ

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The Role of Relational Knowledge Stores in Interfirm Partnering

Cited by 263 publications

References 113 publications

Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response

Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response

Interfirm Relational Strategies and Innovation: the Role of Interfirm Relational Traits and Firm Resources

Relationship quality, cooperation and performance: The specific case of Portuguese companies operating in Angola

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