Developing and sustaining competitive advantages through interorganizational relations between retailers and suppliers

Skytte, Hans

doi:10.1080/09593969200000034

Cited by 6 publications

(3 citation statements)

References 7 publications

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“…An example is provided in Appendix B. The final stage was aimed at discovering relations by comparing, assessing and interpreting the information within the different context of the selected cases (Chad & Jensen, 2001;Skytte, 1992).…”

Section: Data Categorization and Analysismentioning

confidence: 99%

Developing technological capabilities for Industry 4.0 adoption: An analysis of the role of inbound open innovation in small and medium‐sized enterprises

et al. 2023

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To keep up with rapid technological change, firms are pushed to acquire new competencies and resources, often leveraging the external networks in which they are involved. The paper examines how firms' engagement in inbound open innovation (OI) enables the adoption of Industry 4.0 (I4.0) technologies in small and mediumsized enterprises (SMEs) through the deployment of technological capabilities. We combine the OI and dynamic capabilities frameworks to assess how the absorption of knowledge from different actors impacts the necessary technological capabilities for adopting I4.0 technologies. The capabilities are categorized in technological sensing, seizing and reconfiguring. The study is based on in-depth case studies of two selected SMEs from the footwear industry. The cases show that engaging in external collaborations, particularly with universities, pushes SMEs to renew the bundle of competencies underlying their technological capabilities. However, this effect is influenced by the OI modalities adopted by both companies. While in Company A OI takes place through a broader array of formal and informal linkages that contribute to the exploration of distant knowledge bases and the experimentation of more diverse technologies, such as the Internet of Things, Company B relies on informal networking concentrated in its own field of specialization for the adoption of manufacturingspecific I4.0 solutions, such as automated robots and 3D printing.

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Section: Data Categorization and Analysismentioning

confidence: 99%

Developing technological capabilities for Industry 4.0 adoption: An analysis of the role of inbound open innovation in small and medium‐sized enterprises

et al. 2023

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“…Relationship continuity reflects an expectation of continued action in future exchanges (Heide and John, 1990). By building continuous transaction relationships with suppliers, retailers can benefit from lower transaction costs by avoiding the extra work required to support arrangements with new suppliers (Skytte, 1992), and enhance organizational knowledge while achieving store differentiation through joint activities and knowledge sharing (Thomas et al, 2013). This kind of relationship continuity is dependent on the level of trust between the transaction partners, age of relationship, and dependence on sales or purchases (Anderson and Weitz, 1989).…”

Section: Issues In Managing Relationships With Suppliersmentioning

confidence: 99%

The Impact of Outcome-Based Control for Retail Buyers on Organizational Performance

Kim

Takashima

2014

Australasian Marketing Journal

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This study addresses issues arising in the management of retail buyers. We consider the impact on supplier relationship management and organizational performance when retailers manage buyers based on an outcome-based control. To confirm the trends indicated in our proposed research model, this study conducts a survey of merchandising division heads at Japanese retail companies. The results from structural equation modeling analysis reveal that outcome-based control, through the central, mediating role of relationship continuity, encourages cooperation with suppliers, and this cooperation yields greater organizational performance for retailers. The findings raise questions as to the significance of forming a clan-like system when managing results-oriented buyers on an outcome basis.

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“…Usually the first transaction between the supplier and retailer encompasses only small quantities of goods, if these first exchanges are performed to mutual satisfaction, the number of decision variables in the internal role relations increases. The room for bargaining about the supplier's sales price will increase when the retailer's and the supplier's transaction cost is reduced (Skytte, 1992). Sales personnel most frequently named the manufacturer, owner/manager, chain management, and sales personnel as channel influencers (Speh, 1978).…”

Section: Introductionmentioning

confidence: 99%

Strategies for Sustainable Channel Relations in Mobile Telecom Sector

Heggde¹

2011

JEBS

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The telecom sector in India largely comprises of wireless connections for phones. As of today, there are approximately 21 network providers in the country with about 7 per each circle, each offering competitive pricing to the consumers. The main objective of the study is to provide an accurate role for the company executive in developing channel relations. Further to this, the study explores the strategies which can sustain a good working relationship between the company and its channel members in the mobile telecom sector. The constructs identified for developing sustainable relationships were Setting distribution objectives, Channel design, Logistics, Image Building, Inventory management, Channel management, Payment & credit, Promotional assistance, Setting targets, Coverage frequency , Motivating channel members to perform. The sample selected contained distributors from the Mobile telecom sector and company executives/channel managers of leading telecom companies. Factor analysis and Friedmanâ€™s test was applied. The findings revealed a correlation in attitude between distributors and the executives. Motivating distributors was rated as the most important strategy by the company. The distributors felt that all channel partners needed to have positive attitude towards the channel while company executives felt that aggression made channel members perform effectively. Such findings will be of use to mobile telecom companies who are new entrants to the Indian market and to existing companies who plan to expand their coverage.

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Developing and sustaining competitive advantages through interorganizational relations between retailers and suppliers

Cited by 6 publications

References 7 publications

Developing technological capabilities for Industry 4.0 adoption: An analysis of the role of inbound open innovation in small and medium‐sized enterprises

Developing technological capabilities for Industry 4.0 adoption: An analysis of the role of inbound open innovation in small and medium‐sized enterprises

The Impact of Outcome-Based Control for Retail Buyers on Organizational Performance

Strategies for Sustainable Channel Relations in Mobile Telecom Sector

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