Learning to work in asymmetric relationships: insights from the computer software industry

2015 ◽  
Vol 20 (1) ◽  
pp. 1-10 ◽  
Author(s):  
Lourdes Pérez ◽  
Jesús Cambra-Fierro
Keyword(s):  
Small Firms ◽  
Computer Software ◽  
Easy Access ◽  
Senior Managers ◽  
Value Appropriation ◽  
Content Type ◽  
Specific Investments ◽  
Key Dimensions ◽  
Novel Concept ◽  
Relational Management

Purpose – This paper aims to provide guidance for managers so that they may develop advanced supply chain management (SCM) capabilities in the context of asymmetric alliances. These alliances, generally characterised by large dissimilarities between the partners, often facilitate value-creating opportunities. Design/methodology/approach – Using case studies, the paper analyses similarities and differences in SCM between symmetric and asymmetric alliances within supply networks. It focusses on the key dimensions of complementarity, value distribution, relational management and specialisation. Findings – It was found that the question of complementarity, although important, should not be equated to the need for symmetry but to the ability of the firms in the supply network to learn to work together. For small firms who seek co-creation with large partners, this means collaboration, specialisation through relation-specific investments, flexibility and understanding the overall value system in which their business relationships compete is important. Practical implications – Small firms seeking to develop advanced SCM capabilities have to accept responsibility for selecting a reduced number of key partners and managing relationships. Firms should proactively use the contractual process to learn about partners' expectations and goals and to identify committed champions. These factors play an important role in developing communications and trust, as small firms do not have easy access to senior managers in large corporations. Originality/value – This paper discovered a novel concept – dual value appropriation – where partners do not divide the total value generated as frequently proposed in the literature, but that it is fully appropriated, as it represents a different value proposition for each of them.

Value generation in B2B contexts: the SMEs’ perspective

2015 ◽  
Vol 27 (3) ◽  
pp. 297-317 ◽  
Author(s):  
Lourdes Pérez ◽  
Jesús Cambra-Fierro
Keyword(s):  
Small Businesses ◽  
Small Firms ◽  
Value Appropriation ◽  
Content Type ◽  
A Value ◽  
Novel Concept ◽  
To Receive ◽  
The Relationship ◽  
Asymmetric Relationships

Purpose – The aim of this paper is to understand the process of value creation in business-to-business (B2B) contexts from the perspective of small- and medium-sized firms (SMEs). Small businesses are challenged to compete and collaborate with larger firms. While the “sharks” dilemma (often the most dangerous sharks also have the most valuable resources) focuses on specific defences, the authors emphasize a value generation perspective. Design/methodology/approach – The concept of asymmetric relationships is taken as a reference and examined using a longitudinal multi-case study. Findings – The authors results demonstrate how small firms not always assume an inferior, defensive position. Ambitious and growth-oriented SMEs learn to collaborate with larger partners and exhibit a proactive attitude towards relationship management. They understand the importance of developing social ties. They foster frequent and informal communication with their customers, favouring personal visits as a means to receive advice for directing their research efforts and exchange information and views. Such ties help them to develop shared plans and goals. Research limitations/implications – In asymmetric relationships, partner selection models should help firms to concentrate their efforts in a reduced group of key partners. These models should include not only economic performance indicators – variables such as flexibility and autonomy – but also innovation and improvement in processes, image, prestige and positioning, access to markets and stability. Originality/value – The authors found insight into a novel concept: dual-value appropriation, where partners do not split the pie of the total value generated, as frequently proposed in the literature, but fully appropriate a different and unique value from the relationship. The authors further highlight the important role played by the committed champions in developing communication and trust.

Uneven partners: managing the power balance

2015 ◽  
Vol 36 (6) ◽  
pp. 13-21 ◽  
Author(s):  
Lourdes Pérez ◽  
Jesús J. Cambra-Fierro
Keyword(s):  
Value Creation ◽  
Design Methodology ◽  
Small Firms ◽  
Negative Impact ◽  
Qualitative Case Study ◽  
Value Appropriation ◽  
Content Type ◽  
Novel Concept ◽  
Zero Sum

Purpose – Research suggests that asymmetry has a negative impact on value creation and value distribution and assumes that the smaller partner has an inferior position and must defend itself from value misappropriation. However, industries are plagued with a range of business relationships of varying degree of imbalance. Ambitious and growth-oriented small firms enter relationships with larger counterparts, tolerate the imbalance and learn to achieve successful outcomes. In spite of the increasing importance of asymmetric partnerships, there are still many research and conceptual lacunas. Design/methodology/approach – Ideas and conclusions of this paper are based on the authors’ experience as well as on evidence from a qualitative case study conducted at a small- and medium-sized enterprise (SME) and one of its key larger partners. Findings – Findings reveal that asymmetric partnerships may offer a clear route to value creation and innovation for firms. Moreover, both partners can fully appropriate the value jointly generated. Originality/value – Asymmetric partnerships, generally characterized by large dissimilarities between firms, offer the possibility of moving beyond the zero-sum game, where firms obtain value at the expense of their partners. By examining the development and dynamic aspects of these partnerships, we found a novel concept, “dual-value appropriation”, and addressed the issues of how and under which conditions dual value emerges to explain the success of asymmetric partnerships.

Social capital and export performance of SMEs in Ghana: the role of firm capabilities

2019 ◽  
Vol 10 (3) ◽  
pp. 262-285 ◽  
Author(s):  
Roseline Barbara Easmon ◽  
Adelaide Naa Amerley Kastner ◽  
Charles Blankson ◽  
Mahmoud Abdulai Mahmoud
Keyword(s):  
Social Capital ◽  
Structural Equation ◽  
Small Firms ◽  
Export Performance ◽  
Marketing Capabilities ◽  
Senior Managers ◽  
Capital Export ◽  
Content Type ◽  
Exporting Firms ◽  
Top Executives

Purpose The purpose of this paper is to understand the direct impact of social capital and the influence of market-based capabilities as intervening variables on the export performance of small and medium-sized enterprises (SMEs) in Ghana. Design/methodology/approach Questionnaire-based survey was used to collect data from top executives and senior managers of exporting companies in Ghana. Data obtained were analysed using the structural equation modelling. Findings The findings revealed that social capital of SMEs exert the greatest influence on their export performance. Innovation and marketing capabilities are also key drivers of export performance among SMEs as they fully mediate the social capital–export performance relationship. Notwithstanding, marketing capabilities appear to exert a greater influence than innovation capabilities on the export performance of SMEs. Research limitations/implications The study used perceptual measures of international performance by managers of SMEs in the Ghanaian exporting sector making it difficult to determine respondent bias. Practical implications Managers of exporting firms should build stronger relationships with their customers and suppliers who contribute significantly to their export performance. SMEs would also have to hone their innovation and marketing skills as strategic components in enhancing their export performance. Social implications Market-based resources such as marketing and innovation should not be taken for granted by SMEs in the export business. Originality/value The study offers some lessons on how small firms can sharpen their marketing and innovation capabilities to derive export performance benefits from social capital. Theoretically, while the findings offer strong evidence reinforcing the DC theory, an exploration of the nexus of the theories brings to the fore the need to reassess the resource-based view and SC theories.

scholarly journals The role of social media in managing supplier attractiveness

2019 ◽  
Vol 40 (5) ◽  
pp. 625-646 ◽  
Author(s):  
Zsófia Tóth ◽  
Martin Liu ◽  
Jun Luo ◽  
Christos Braziotis
Keyword(s):  
Social Media ◽  
Business Environment ◽  
The Body ◽  
Strategic Decision ◽  
Senior Managers ◽  
Supplier Relationships ◽  
Content Type ◽  
Specific Investments ◽  
Depth Interviews

Purpose Managing attractiveness is a constant challenge to mobilize relationship-specific investments, especially in a business environment increasingly enhanced by social media (SM) activities. There is limited knowledge on how SM activities contribute to supplier attractiveness, so decisions about strategizing with SM and consequent resource allocations become highly uncertain. The purpose of this paper is to examine how suppliers’ SM activities influence supplier attractiveness. Design/methodology/approach Altogether, 57 senior managers were interviewed: 32 semi-structured in-depth interviews were conducted with senior managers in strategic decision-making roles regarding SM on the supplier side, along with 20 senior managers responsible for purchasing or looking after supplier development; one-to-one interviews were complemented by a focus group with 5 senior managers on the buyer side. Findings The study reveals an inverse U-shaped relationship between the intensity of the supplier’s SM activity and its attractiveness and offers a set of propositions about the influence of SM on supplier attractiveness, with special regard to the perceived risks of increased transparency and becoming “too social” on SM. Practical implications The study highlights SM management results for supplier attractiveness and their impact areas on business growth and supply chain development. Originality/value This paper provides in-depth insights into the role of SM in managing supplier attractiveness. Various effects of SM activities are identified that aim to contribute to the body of literature on supplier attractiveness as well as SM management in buyer–supplier relationships.

Small firm coopetition – the missing links: coopetitive tension, balance and value

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Brett Letcher ◽  
Margarietha de Villiers Scheepers ◽  
Wayne Graham
Keyword(s):  
Small Firm ◽  
Small Firms ◽  
Fair Value ◽  
Future Research ◽  
Dyadic Relationships ◽  
Relational Dynamics ◽  
Value Appropriation ◽  
Content Type ◽  
Potential Partner ◽  
Empirical Foundation

Purpose This paper aims to explore small firm perceptions of coopetition, focusing on coopetitive tension, balance and value appropriation realised in dyadic relationships, not considered holistically in previous research. Design/methodology/approach The authors use seven cases of small firms as the empirical foundation of this study and analysed data thematically. Findings The findings show that precursors to coopetitive tension in dyads influence friction in these relationships, as firms seek to achieve balance. Balance is dynamic as firms continuously appraise their positions to determine the benefits realised from coopetition. The extent to which firms act cooperatively or competitively is influenced by their perception of fair value appropriation for sustained coopetitive relationships. Research limitations/implications Because of the research design findings are not generalisable but provide insight into small firm coopetitive relational dynamics. Future research should explore how industry differences influence firms’ perceived precursors to coopetitive tension and value appropriation based on boundary conditions. Practical implications Small firms can proactively address coopetitive tension by developing relationships with potential partner firms through trialling smaller projects and increasing awareness of how their competitive or cooperative behaviours might influence the actions of their counterpart. Originality/value This study advances a theoretical framework integrating coopetitive tension, balance and value appropriation, as opposed to earlier fragmented approaches. The framework reveals that precursors to coopetitive tension are continuously appraised as firms act in cooperative or competitive ways. These interactions imply that firms will take a position of balance that provides complementary benefits.

scholarly journals Conceptualizing corporate identity in a dynamic environment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marwa Tourky ◽  
Pantea Foroudi ◽  
Suraksha Gupta ◽  
Ahmed Shaalan
Keyword(s):  
Stakeholder Management ◽  
Dynamic Environment ◽  
Corporate Identity ◽  
Corporate Image ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Key Dimensions ◽  
The Uk ◽  
Employee Identification

Purpose This study aims to revisits the meaning of corporate identity (CI) in practice to identify its key dimensions and the interrelationships between them and to provide insights on how to operationalize the construct. Design/methodology/approach This study is based on a comprehensive literature review and qualitative research consisting of 22 semi-structured interviews with senior managers from 11 UK-leading companies, and three in-depth interviews with corporate brand consultants who worked closely with these firms in cognate areas. Findings The study identifies the following six key dimensions of CI in the UK industry: communication, visual identity, behavior, organizational culture, stakeholder management and founder value-based leadership. Research limitations/implications The focus on UK leading companies limits the generalizability of the results. Further studies should be conducted in other sectors and country settings to examine the relationships identified in the current study. Originality/value This study identifies the salient dimensions of CI and, for the first time, the role of founder transformational leadership, employee identification and top management behavioral leadership as key dimensions and sub-dimensions of CI. The study also provides novel insights about the measurements for these dimensions. Additionally, this study introduces a model for the interrelationships between CI dimensions and their influence on corporate image, based on rigorous theoretical underpinnings, which lays the foundation for future empirical testing.

Collaborative facilities management model: Sri Lankan perspective

2017 ◽  
Vol 7 (3) ◽  
pp. 284-299
Author(s):  
R.P.N.P. Weerasinghe ◽  
Y.G. Sandanayake
Keyword(s):  
Preliminary Investigation ◽  
Geographical Location ◽  
Three Dimensions ◽  
Facilities Management ◽  
Sri Lankan ◽  
Content Type ◽  
Detailed List ◽  
Key Dimensions ◽  
Novel Concept ◽  
Operational Issues

Purpose The purpose of this paper is to develop a collaborative facilities management (CFM) model incorporating facilities management (FM) functions that can be shared and performed collaboratively by two or more organisations to enhance the performance of FM functions of collaborating organisations. Design/methodology/approach A critical literature review followed by a preliminary investigation was used to identify main categories of FM functions that can be performed collaboratively and dimensions that affect FM collaboration. Subsequently, a detailed list of FM functions that can be performed collaboratively under eight different contexts based on three dimensions identified through observations, document reviews and in-depth interviews with experts who have experience in each context. Findings The paper introduces a novel concept of CFM to share utility/infrastructure facilities, facility services and information by two or more organisations to maintain, improve, adapt and ensure functionality of the built environments of the collaborating organisations. The study identified core business, geographical location and ownership as the key dimensions that affect CFM concept. The outcome of the study, which is CFM model, proposes FM functions that can be performed collaboratively and benefits of collaborating utilities/infrastructure facilities, facility services and information under the aforementioned key dimensions to create a win-win situation for the organisations. Practical implications The paper highlights the FM functions that can be performed collaboratively in order to provide favourable solutions for operational issues faced by facilities managers, while optimising the FM performance of the organisations. Originality/value The CFM model offers original insights to the FM functions that can be shared and performed collaboratively by organisations under different contexts to optimise the FM performance.

scholarly journals Entrepreneurial configurations of small firms

2014 ◽  
Vol 20 (6) ◽  
pp. 562-583 ◽  
Author(s):  
M.J. de Villiers Scheepers ◽  
Martie-Louise Verreynne ◽  
Denny Meyer
Keyword(s):  
Small Firm ◽  
Small Firms ◽  
Performance Outcomes ◽  
Cross Sectional ◽  
Content Type ◽  
Perceived Performance ◽  
Cross Sectional Design ◽  
Key Dimensions ◽  
Process Strategy ◽  
Strategy Making

Purpose – The purpose of this paper is to develop contemporary entrepreneurial configurations of small firms and relates them to performance. Adding a process dimension, the authors extend the more commonly used resource and growth taxonomies in this field of research. Design/methodology/approach – A review of current literature on small firm configurations is followed by a discussion of its dimensions, namely, context (external and internal environment), content (entrepreneurial orientation (EO)) and process (strategy making). These are related to perceived performance, using cluster analysis and ANOVA for a sample of 320 small New Zealand firms. Findings – The results isolate young corporates, young simple and mature consolidator clusters. Young corporates outperform their counterparts in dynamic environments in how they use formal structures, and their high EO and generative strategy-making (GSM). Research limitations/implications – This study uses self-reporting measures and a cross-sectional design. Practical implications – The findings show how young, small firms can enhance their performance practically by aligning the key dimensions of an entrepreneurial configuration. These firms could benefit from early formalization of systems and structures, a high EO, and by using a GSM approach. Originality/value – The contribution is threefold. First, the authors empirically verify the existence of three clusters of small firms and then link these to perceived performance. Second, by basing the small-firm configurations on a content, context, process framework, the authors highlight the importance of aligning these dimensions to performance. Third, the authors find evidence of the role of early formalization to accompany GSM and EO if small firms want to improve performance outcomes.

scholarly journals Investigation on firm efficiency: evidence from selected Asia-Pacific countries

2018 ◽  
Vol 25 (8) ◽  
pp. 3062-3080 ◽  
Author(s):  
Khar Mang Tan ◽  
Fakarudin Kamarudin ◽  
Amin Noordin Bany-Ariffin ◽  
Norhuda Abdul Rahim
Keyword(s):  
Technical Efficiency ◽  
Small Firms ◽  
Banking Sector ◽  
Profit Maximization ◽  
Asia Pacific ◽  
Scale Efficiency ◽  
Scale Level ◽  
Firm Efficiency ◽  
Content Type ◽  
Parametric Data

Purpose The purpose of this paper is to examine the firm efficiency or technical efficiency (TE), pure technical efficiency (PTE) and scale efficiency (SE) in the selected developed and developing Asia-Pacific countries. Design/methodology/approach The sample consists of a sum of 700 firms in selected developed and developing Asia-Pacific countries over the period from 2009 to 2015. The non-parametric data envelopment analysis under the production approach is used to investigate firm efficiency. Findings On average, this paper discovers that the firms in selected Asia-Pacific countries are moderately efficient. Scale inefficiency (SIE) is found to be the dominant source of firms’ technical inefficiency. The analysis of return to scale shows that the large firms tend to operate at decreasing return to scale level, while the small firms tend to operate at increasing return to scale level. Practical implications The findings from this paper provide significant insights to the policy makers and firm managers in promoting the efficient firms of Asia-Pacific countries. Originality/value The present paper conducts a critical analysis on return to scale in the firms sector of Asia-Pacific context, which is ignored by the past studies on firm efficiency since the analysis of return to scale is mostly emphasized on banking sector. The precise nature of SIE is important for a firm to be efficient in achieving the firm’s primary goals of profit maximization and sustaining market competitiveness.

How does corporate learning orientation enhance industrial brand equity? The roles of firm capabilities and size

2019 ◽  
Vol 35 (2) ◽  
pp. 231-243 ◽  
Author(s):  
Yi Xie ◽  
Xiaoying Zheng
Keyword(s):  
Brand Equity ◽  
Firm Size ◽  
Small Firms ◽  
Learning Orientation ◽  
Innovation Capability ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Content Type ◽  
Corporate Learning ◽  
The Impact

Purpose This paper aims to examine the role of learning orientation in building brand equity for B2B firms. The present research proposes that learning orientation contributes to the development of innovation and marketing capabilities and, in turn, leads to enhanced industrial brand equity. Furthermore, the moderating effect of firm size in these processes is investigated. Design/methodology/approach The hypotheses are tested by administering a survey with a set of managers of manufacturing firms in China. Findings Innovation capability and marketing capability serve as the mediators between learning orientation and industrial brand equity. The mediating path through innovation capability is stronger for small firms than for large firms. Research limitations/implications Learning orientation provides a cultural base for B2B firms to cultivate brand equity. Measurement of industrial brand equity and contingency of its effect requires further investigation. Practical implications To transform learning-oriented culture into brand equity, firms need to develop and manage innovation and marketing capabilities. The learning orientation–innovation capability route is more beneficial for small firms. Originality/value While a majority of prior literature ignores the impact of organizational culture in driving industrial brand equity, the present research explores learning orientation as a key cultural antecedent of industrial brand equity. A more refined industrial-brand-equity-building mechanism from learning orientation to corporate capabilities and then to brand equity is proposed and tested. The mechanism varies with firm size.

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