Controls, service type and perceived supplier performance in interfirm service exchanges

Stouthuysen, Kristof; Slabbinck, Hendrik; Roodhooft, Filip

doi:10.1016/j.jom.2012.01.002

Cited by 70 publications

(111 citation statements)

References 99 publications

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“…A questionnaire was used as the data collection method, the design of which was based on a comprehensive literature review in the field of TQM. The initial version of the questionnaire was revised based on the recommendations of academics and experts in the field (Stouthuysen, Slabbinck, & Roodhooft, 2012). Furthermore, based on a pilot study, the questionnaire items were improved and modified in terms of clarity (Stouthuysen et al, 2012).…”

Section: Questionnaire Developmentmentioning

confidence: 99%

Total quality management practices and performance outcomes in Spanish service companies

Jaca

Psomas

2015

Total Quality Management & Business Excellence

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The present study focuses on total quality management (TQM) implementation in service companies. The purpose of the study is to determine the latent factors of the TQM practices implemented as well as the dimensions of the respective performance outcomes. A research project was carried out in 72 Spanish service companies, using the questionnaire method. Two measurement models were formulated. The first model includes the TQM practices, while the second contains the performance outcomes. Exploratory factor analyses are applied to extract the latent factors. The TQM factors revealed by this study are the quality practices of top management, process management, employee quality management, customer focus and employee knowledge and education. The dimensions of the performance outcomes are financial performance, customer satisfaction, product/service quality performance and operational performance. In this study, TQM adoption in service companies is decoded by determining specific TQM factors. Moreover, the performance outcomes from TQM are classified. The TQM factors and the dimensions of performance outcomes expand the literature on TQM in the services sector.

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Section: Questionnaire Developmentmentioning

confidence: 99%

Total quality management practices and performance outcomes in Spanish service companies

Jaca

Psomas

2015

Total Quality Management & Business Excellence

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“…As condições para atingir vantagem competitiva (DYER;SINGH, 1998;FLYNN;HUO;ZHAO, 2010) e que os mecanismos de socialização podem favorecer esse desempenho superior (CARR; PEARSON, 1999;ANDERSEN;BUVIK, 2001;BECHTEL, 2001;LAWSON et al, 2009, CAREY et al, 2011STOUTHUYSEN;SLABBINCK;ROODHOOFT, 2012 (BOURDIER, 1980;COLEMAN, 1988 (OLIVER, 1990). Nesse processo interativo, novos laços podem ser estabelecidos de forma mais dinâmica (GULATI; GARGIULO, 1999).…”

Section: O Relacionamento Interorganizacionalunclassified

“…Dessa forma, a literatura sinaliza que os mecanismos formais e informais podem compor um conjunto de recursos relacionais (capital relacional) que, quando acessado, pode proporcionar um impacto significativo nos retornos e no desempenho dos fornecedores HUGHES;PERROW, 2011;STOUTHUYSEN;SLABBINCK;ROODHOOFT, 2012).…”

Section: Implicações Dos Relacionamentos Interorganizacionais Para a unclassified

“…Enquanto diversos autores reforçam os aspectos relacionais e de socialização como positivos para a criação de valor (DYER; SINGH, 1998;CARR;PEARSON, 1999;ANDERSEN;BUVIK, 2001;BECHTEL, 2001;LAWSON et al, 2009, CAREY et al, 2011STOUTHUYSEN;SLABBINCK;ROODHOOFT, 2012), outros autores discordam e argumentam que, por vezes, estes aspectos podem dificultá-la (COX, 2004;DYER;HATCH, 2004;VILLENA;REVILLA;CHOI, 2011). Esta discussão conduz este estudo a explorar as seguintes perguntas de pesquisa:…”

Section: Introductionunclassified

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Os mecanismos de socialização e a criação de valor no relacionamento cliente-fornecedor

Biazzin

Pereira

2014

Gest. Prod.

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This paper aims to investigate the impact of socialization mechanisms for value creation in buyer-supplier relationships. Drawing upon relational view and socialization mechanisms, it is argued that the buyer-supplier relationship can provide positive outcomes for its supply chain. Structural Equation Modeling performed on data collected from Purchasing and Supply Chain Executives indicates that both formal and informal socialization IntroduçãoAs primeiras discussões sobre o processo de socialização dentro das organizações iniciaram-se nos estudos de comportamento organizacional. Até o final dos anos 1970, os estudos sobre socialização eram focados no indivíduo e em sua participação em grupos de uma forma geral, na qual este poderia aprender por meio da interação com os demais e entender quem desenvolvia as regras sobre o que. A tratativa dada até então se limitava ao reconhecimento ou punição de ações corretas e incorretas (LOUIS, 1980). A partir do final dos anos 1970, a socialização organizacional redirecionou seu foco do indivíduo para uma ótica coletivista e intraorganizacional. Este movimento pode ser percebido nos estudos de Van Maanen (1978) e Louis (1980. A socialização organizacional passa, então, a ser vista como o processo pelo qual um indivíduo vem a apreciar valores organizacionais, desenvolver habilidades, comportamentos esperados e o conhecimento social essencial para assumir uma responsabilidade ou função organizacional para, assim, participar como um membro de determinada instituição. Novos entrantes deveriam aprender as regras e culturas de dentro e de fora da própria organização (LOUIS, 1980). De modo geral, a socialização organizacional era considerada como o processo pelo qual um indivíduo adquire o conhecimento social e as competências necessárias para assumir seu papel na organização ( VAN MAANEN, 1978).Nesta fase, também, economistas e sociólogos passaram a investigar os fluxos de informação como sendo processos de formação de redes para compreender seu significado para o âmbito corporativo (MARTES et al., 2006). Até então, evidências empíricas sugerem que o número de estudos sobre socialização interorganizacionais era baixo, porém, a partir do final dos anos 1980, houve um aumento de interesse significativo nos relacionamentos interorganizacionais (GULATI; GARGIULO, 1999) e o interesse sobre este tema ainda permanece (TERPEND et al., 2008;

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“…It will mostly depend on the capability of firms within the supply chain and the products/services to dynamically add value internally or externally to adapt to customer demand and to enhance customers' perceptions and satisfaction. As such, it is believed that firms are more profitable, efficient and effective when they concentrate on their core activities and let the rest be taken care of by specialist providers, who are able to maximize value and minimize costs and disruption thereby ensuring success for clients [2,3].…”

Section: Introductionmentioning

confidence: 99%

An investigation into value co-creation in service supply chains

Nguyen

2017

2017 IEEE Technology &Amp; Engineering Management Conference (TEMSCON)

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obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.The WestminsterResearch online digital archive at the University of Westminster aims to make the research output of the University available to a wider audience. Copyright and Moral Rights remain with the authors and/or copyright owners.Whilst further distribution of specific materials from within this archive is forbidden, you may freely distribute the URL of WestminsterResearch: ((http://westminsterresearch.wmin.ac.uk/). Abstract-In service supply chains, customers select a service provider with whom value would be maximized through the interaction between the service provider and the customer. This study investigates the link between value co-creation and customers' (re)purchasing intentions in the financial and professional services industry. This research was conducted via a case study of PricewaterhouseCoopers (PwC) and one of its clients, Jaguar Land Rover (JLR) and included in-depth interviews with senior managers. The findings underline that the financial and professional services industry is dominated by end of service results and that the only viable option in gaining competitive advantage is to stand out in today's dynamic marketplace. It also reveals that there is a huge demand for outsourcing services and that most clients will choose to purchase one which offers the desired value at the right time. Lastly, it proposes a value co-creation framework derived from the study.

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Controls, service type and perceived supplier performance in interfirm service exchanges

Cited by 70 publications

References 99 publications

Total quality management practices and performance outcomes in Spanish service companies

Total quality management practices and performance outcomes in Spanish service companies

Os mecanismos de socialização e a criação de valor no relacionamento cliente-fornecedor

An investigation into value co-creation in service supply chains

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