A B S T R A C T Objective:This study aims to analyse the relationships between relational competence and its trust-building processes with individuals' traits considered as psychological antecedents of inter-organizational relationships (IORs), outcomes. We hypothesize that organizational trust-building competence, situational trust, trust propensity, and autonomous motivation of cooperating teams and their managers influence IORs outcomes through work engagement of cooperating people. Research Design & Methods:We addressed 210 managers and 982 employees responsible for inter-organizational cooperation from medium and big companies. As explanatory model we adopted the job resources-demands (JR-D) model. Correlation, regression, mediation analyses with bootstrapping, and structural equations modelling (SEM) were used. Findings: Our analyses confirmed positive role of both organizational competences and psychological states of individuals, as valuable mediators in translating the potential of personal traits of teams and managers into IORs outcomes. Implications & Recommendations: As both psychological variables of people responsible for the course of IORs and relational competences of organizations play a vital role in reaching outcomes in IORs attention should be paid simultaneously to both aspects. Our findings highlight the necessity for interdisciplinary research in the field of IORs. Contribution & Value Added: We expose the multilevel and multifactor character of relationships between the antecedents of firms success in IORs, with the use of relationships theory in organization science, and theories proposed by psychology of work and organization. Article type: research paper
The risk of the increasing divergence of the eurozone and the problem of macroeconomic imbalances in a three-gap model Jacek Pera Structural barriers to research and development activities in emerging markets Review, Vol. 2 (16), No. 2, 2016: 127-143 DOI: 10.18559/ebr.2016 The value of trust in inter-organizational relations Abstract : The article presents the results of empirical research on the role of trust in inter-organizational relations (IORs) and its outcomes. We questioned 210 Polish large and medium sized companies in different industries, experienced in IORs of different kind with Polish and foreign partners. We used a set of non-parametric analyses: Spearman correlation, mediation analyses with bootstrapping and structural equations modeling with RML (Robust Maximum Likelihood). Our findings confirm the statistically relevant correlations between the interpersonal trust of individuals and teams, the trust-building competence of organization and the outcomes of the cooperative relationships of companies. Additionally, the trust-building competence of organization serves as a mediator in the relations of interpersonal trust and IORs outcomes.
SummaryThis article is a part of theoretical model for the research project titled “Relational competence as a determinant of effectiveness and efficiency of inter-organizational relations”. The authors deliberate upon team-level determinants of relational competence of organizations involved in inter-organizational cooperation in the light of classic and modern psychological theories and concepts. The aim of this article is to present authors’ own approach used in research on relational competence of organizations and based on multilevel analysis of influence regulation in teams (individual-, team- and organizational levels) together with motivation and work engagement. We search for correlations between psychological variables and relational competence and relation’s results. We assume that on individual- as well as on team-level preexist some features determining relation’s success, such as: open and effective collaboration, readiness to take responsibility for management, leadership division, autonomous motivation and work engagement.
Inter-organizational relations (IORs), complex constructs existing on the verge of companies’ boundaries, are a popular area of managerial and academic investigation, due to their ability to create sustainable competitive advantage. The aim of the article is to show applicability, insights and limitations of economic perspective in IORs analysis. By reviewing advances of selected economic and organizational theories exploring IORs, we will try to answer the following questions: (1) Can economic thought add any novelty to IOR analysis in the era of dynamic global shifts in competitive environment? Are economic lenses still useful and applicable here? (2) Do organizational sciences’ academics take more practical, down to earth approach, or have they just moved forward (or blurred the clarity of) their theories by employing advances from social sciences, like sociology and psychology? (3) Are these two perspectives contradictory or supplementary? The article is divided into four parts. Firstly, we propose an analytical framework to study inter-organizational relations, secondly we analyze the theories focused on IORs as results of rational choices; thirdly, we move to theories exploring the reasons why IORs are built in a specific way, and then to concepts looking for conditions, methods and key drivers of IORs successful management. In conclusion, we give a brief summary of the main findings together with the limitations and areas open for further investigation of inter-organizational relations.
The aim of this study is to enrich the understanding of the role of organizational learning from international experience in developing company's relational competence (RC) and achieving desired outcomes of IORs. The research is qualitative, performed on a sample of 253 companies with diverse cooperative experience in non-capital IORs. Statistica and SPSS.22 software was used for Spearman correlation, mediation, and dominance analyses with bootstrapping. The results reveal positive impact of relational experience on company's outcomes in IORs and the mediating role of relational competence. Experience in IORs affects relational competence, but companies should pay attention to the value of the gathered experience. Contrary to expectations, experience in international cooperation, although significant, is not the strongest predictor of RC. This implies the need for cautiousness and strategic thinking when building company's portfolio of relationships in search for valuable knowledge and development opportunities.
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