Too much power or no power: when does intermediary’s power result into better wine and happier farmers?

Xhoxhi, Orjon; Imami, Drini; Hanf, Jon Henrich; Gjokaj, Ekrem

doi:10.22434/ifamr2021.0143

Cited by 4 publications

(2 citation statements)

References 71 publications

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“…Furthermore, power and trust mechanisms influence cooperation and coordination between business partners, e.g. the focal firm and network members of the supply chain network (Bachmann, 2001;Belaya and Hanf, 2013, 2012a, 2012bBelaya et al, 2009;Bitsch and Hanf, 2022;Ireland and Webb, 2007;Priesmeyer et al, 2012;Thorelli, 1986;Xhoxhi et al, 2022). Last but not least governance influences cooperation and coordination (Williamson, 1979).…”

Section: Establishing a Framework Of Possible Factors Influencing The...mentioning

confidence: 99%

Competitive parity in chain management – factors that influence the long-term compliance with product and quality criteria along the chain

Richter,

Hanf

2024

Int. Food Agribus. Manag. Rev.

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Focal firms in the agri-food business must take strategic measures to ensure certain product and quality characteristics along the value chain. This is necessary in order to be able to keep up with competitors in the long term. Research shows that competitive parity, in addition to competitive advantage, should be considered as a strategic dimension. In the production of food, often several actors are involved and the focal firm (that is primarily responsible for the product) must organize the business relationships along the chain in such a way that the desired outcome is achieved in the short and long term. The achievement and safeguarding of competitive parity have been little researched so far. Up to now, there has only been a systematic literature review on this topic. Therefore, this aim of this research is to examine which factors influence the construct of competitive parity. Based on the findings of the literature review and further literature on the management of value chains, a theoretical framework is developed. A first empirical application of the model makes it possible to derive recommendations for action for focal firms in the agri-food industry. Therefore, we conduct a quantitative survey in the wine industry. PLS-SEM is used to analyze the model, using SmartPLS software. This research is the first to empirically investigate the strategic relevance of competitive parity in the agri-food business. The results show that chain management needs to pay attention to competitive parity besides the competitive advantage. Whereas the measures of cooperation have a stronger effect on achieving a competitive advantage, the measures of coordination have a stronger effect on achieving competitive parity. The constructs of power and trust — in contrast to the existing basis of resources and capabilities in the company — seem to have a significant influence on cooperation and coordination.

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Section: Establishing a Framework Of Possible Factors Influencing The...mentioning

confidence: 99%

Competitive parity in chain management – factors that influence the long-term compliance with product and quality criteria along the chain

Richter,

Hanf

2024

Int. Food Agribus. Manag. Rev.

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“…While cooperation may enable many benefits, one major driver behind cooperation for small farmers is improving market access and positioning. Xhoxhi et al (2018) and Xhoxhi et al (2022) point out that buyers' engagement in quality control results in better market access or targeting of more attractive markets, which in turn pays off both for the buyer and supplying farmers. Whereas small farmers who do not face buyers' control over quality may be in weaker position to meet market demand, and as such, may feel under higher pressure to cooperate with each-other to overcome such difficulties.…”

Section: Incentive Structuresmentioning

confidence: 99%

What explains collective action: The impact of social capital, incentive structures and economic benefits

Skreli,

Xhoxhi,

Imami

et al. 2023

J of Intl Development

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This study focuses in testing the power of reciprocity and leadership as collective action incentive structures and cooperation economic benefits in explaining collective action initiation in the context of a post‐communist transition economy. The paper is based on a structured survey targeting Albanian export‐oriented farmers. Different from most previous studies, this paper uses both regression analysis and machine learning procedure which is better suited for analysing non‐linear relationships. The empirical findings are at odds with common sense that non‐cooperation is the dominant strategy, because the presence of tolerant reciprocators and leadership resources provide promising incentive structures for collective action development.

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Competitive parity as strategic dimension – little to gain, much to lose

Richter

Hanf

2023

Int. Food Agribus. Manag. Rev.

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It is essential for firms in the agri-food business to ensure specific product attributes in the long run and to avoid reputational damage. Competitive advantages cannot be achieved with such product attributes; however, they must be ensured to remain competitive in the long run. Searching for literature on competitive parity resulted to be very difficult and literature on competitive parity seems to merely exist in strategic management literature. The question arises as to whether competitive parity is also a strategic dimension to which companies must pay attention in strategic management, especially with regard to the allocation of scarce resources. Since the majority of firms in the agri-food business work together in supply chain networks, another research question arises: is competitive parity also relevant at the network-level? To answer these questions a systematic literature review, which is based on deliberately chosen leading journals in the field of strategic management and chain management, is conducted. Results on the firm-level and the network-level show that there is hardly any literature on competitive parity available. This paper aims to contribute to a better theoretical understanding of competitive parity in strategic management. It develops a theoretical frame of chain management which combines the aspects of competitive parity with those of chain management in the agri-food business. From this, managerial implications for focal firms in the agri-food industry as well as implications for future research in this field should be derived.

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Too much power or no power: when does intermediary’s power result into better wine and happier farmers?

Cited by 4 publications

References 71 publications

Competitive parity in chain management – factors that influence the long-term compliance with product and quality criteria along the chain

Competitive parity in chain management – factors that influence the long-term compliance with product and quality criteria along the chain

What explains collective action: The impact of social capital, incentive structures and economic benefits

Competitive parity as strategic dimension – little to gain, much to lose

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