Business To Business Exchanges: A Rich Descriptive Apparatus Derived From Macneil’s and Menger’s Analyses

Blois, Keith

doi:10.1111/1467-6486.t01-1-00302

Cited by 67 publications

(56 citation statements)

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“…The research objective was to investigate HRM in both public–public and public–private integrated services provision, organising our analysis in line with the three propositions derived from the literature. Consistent with our theoretical starting point (see also, Blois, 2002; Marchington et al ., 2005b), the unit of analysis is not the conventional single case study organisation but the collaboration involving two or more organisations engaged in providing integrated services and involving the interaction of workforces from each organisation.…”

Section: Method: Rationale Design and Casessupporting

confidence: 90%

Managing people across hospital networks in the UK: multiple employers and the shaping of HRM

Grimshaw

Rubery

Marchington

2010

Human Res Mgmt Journal

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Building on the insights from a growing number of studies on the HRM implications of inter‐organisational relations, this article investigates the HR issues in two case studies of ‘best practice’, long‐term collaborative working. It identifies three common challenges for HRM: (a) how to build employee commitment and identity to the partnership without putting at risk the employing organisation's goals; (b) how to establish attractive career pathways in a partnership context requiring some degree of sharing of skill standards and coordination of training provision; and (c) how to sustain partnerships in a changing policy and organisational context. The data point to inherent problems in managing employment when there is more than one employing organisation exercising influence. Differences in organisational goals and HRM approaches in hospital networks are an obstacle to long‐term integration – especially in public–private arrangements where integration of goals and HRM is more difficult.

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Section: Method: Rationale Design and Casessupporting

confidence: 90%

Managing people across hospital networks in the UK: multiple employers and the shaping of HRM

Grimshaw

Rubery

Marchington

2010

Human Res Mgmt Journal

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“…Here, we believe Macneil's work on social norms in relationships (Macneil, 1980;Blois, 2002) may be a good theoretical foundation. By being very close to the micro-processes leading to resource contributions, it will be possible to unfold mechanisms in much greater detail.…”

Section: Suggestions For Further Researchmentioning

confidence: 88%

Resource Contributions from Entrepreneurial Firms in Strategic SME Networks

Wincent¹,

Westerberg²

2006

The International Journal of Entrepreneurship and Innovation

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This research uses social exchange theory to explore direct and contingent relationships between a firm's degree of entrepreneurship and its resource contributions to the strategic network in which it operates. The empirical study is based on two strategic multi-partner SME networks in which all 54 firms participated. The results show a higher level of entrepreneurship to be associated with a higher degree of resource contributions to other firms in the strategic SME network, regardless of firm size. However, higher resource contributions to the strategic SME network entity were only supplied when the entrepreneurial firm was large. Suggestions for further research are developed in detail.

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“…Macneil's (1983) approach to relational norms as the basis for 'relationality' in business relationships has been widely adopted among marketing scholars. Norms are role expectations that fall on the other party and refer to such behavioral dimensions as long-term orientation, role integrity, relational planning, mutuality, solidarity, flexibility, information exchange, conflict resolution, restraint in the use of power, and monitoring behavior (Blois, 2002;Ivens 2004).…”

Section: Co-creating Value Propositions: Relationality Vs Efficiencymentioning

confidence: 99%

Relational development of a service concept: dialogue meets efficiency

Ylimäki

Vesalainen

2015

Journal of Business &Amp; Industrial Marketing

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Purpose – The purpose of this study is to build a generic model for relational development of a value proposition for a service concept. The study seeks to answer two questions: First, what kind of process is practical for joint development of a service concept in customer–service provider collaboration? Second, what are the functional principles for such collaboration? Design/methodology/approach – A participative, design science approach was used to develop the model for a joint-development process. Researchers developed and analyzed joint activities between a provider of industrial maintenance service solutions and its customer during the process of co-developing a service concept for factory maintenance. Findings – The study suggests that a co-development process has to integrate service blueprinting, a stage-gate philosophy, dialogical interaction principles and elements of joint learning to meet the requirement for both efficiency and relationality. Research limitations/implications – The study develops a generic model for collaborative development of value propositions that integrates the aforementioned elements of separate streams of research. Applying the developed model to different contexts would further verify and enhance it. Practical implications – The model can be applied to the development of a value proposition in different collaborative development situations to enhance interplay between efficiency and relationality. Originality/value – The study illustrates a generic model for joint service concept development and proposes a solution balancing contradictory requirements in such a collaboration.

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Business To Business Exchanges: A Rich Descriptive Apparatus Derived From Macneil’s and Menger’s Analyses

Cited by 67 publications

References 0 publications

Managing people across hospital networks in the UK: multiple employers and the shaping of HRM

Managing people across hospital networks in the UK: multiple employers and the shaping of HRM

Resource Contributions from Entrepreneurial Firms in Strategic SME Networks

Relational development of a service concept: dialogue meets efficiency

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