Effects of Relational Capabilities and Power Asymmetry on Innovativeness and Flexibility of Sub-Sahara Africa Small Exporting Firms

Abstract

The objective of this study is to examine the effects of relational capabilities and exercise of power on innovativeness, flexibility, and performance of Sub‐Sahara Africa small exporters. Data from a sample of 206 small fresh produce suppliers in Zimbabwe that had long‐term relationships with retail buyers in export markets were analyzed using structural equation modeling. Findings suggest that long‐term cooperation between small suppliers and buyers negatively influenced innovativeness and flexibility. However, trust and commitment, as well as dependence, positively impacted innovativeness of small suppliers but had negative effects on flexibility. Further, innovativeness negatively influenced firm performance, whereas a positive link emerged between flexibility and performance.

Role of power in supply chain performance: evidence from agribusiness SMEs in Uganda

“…Large organizations are often well 18 equipped and prepared to play the power games in their favor. It is important for the managers 19 in small and medium sized businesses to get a better understanding of the role of power and 20 how to deal with it (Gelinas and Bigras, 2004;Matanda et al, 2016). Additionally, this 21 research has a significant managerial implication in agribusiness sector give that in 22 developing countries such as Uganda are primarily dominated by small businesses (Matanda 23 et al, 2016).…”

The power roots and drivers of infidelity in international business relationships

“…Overall, the literature reveals that the exercise of non-coercive power in the form of expertise, service quality, or assistance helps to establish a positive relationship atmosphere as it increases satisfaction (Leonidou, 1989), boosts relationship strength (de Ruyter, Wetzels, & Lemmink, 1996), fosters a sense of justice (Hoppner, Griffith, & Yeo, 2014), and lowers disagreements between parties (Leonidou, Talias, & Leonidou, 2008). The exercise of coercive power, on the other hand, not only has a detrimental effect on the relationship (such as weaker ties, escalating conflict, decreasing satisfaction, reluctance to be flexible, lower relationship performance) (de Ruyter et al, 1996;Hoppner et al, 2014;Leonidou et al, 2008;Matanda, Ndubisi, & Jie, 2016), but also decreases the financial performance of the exposed party (Matanda & Freeman, 2009). The degree of the power exercised may change according to the international involvement of the business partner, with highly involved parties exerting higher power on promotion and distribution strategies (Kaleka, Piercy, & Katsikeas, 1997).…”

“…Contract violation reduces relationship performance, while this link becomes decreasingly negative at higher levels of contract monitoring. Matanda et al (2016), JSBM…”

O papel da cultura organizacional no desempenho operacional de uma instituição de ensino superior à luz dos indicadores de qualidade SINAES

“…Em um cenário, em que as organizações têm enfrentado uma competição acirrada e mudanças constantes, há necessidade de compreender como desenvolver e manter uma vantagem competitiva (Kriz et al, 2014). Alguns fatores contribuem para a competitividade das organizações no segmento em que atuam: a sua posição estratégica (Galilea e Eid Junior, 2017;Porter, 1979), seus recursos fortes e atrativos (Popli et al, 2017;Barney, 1991), suas capacidades dinâmicas (Teece et al, 2016;Teece et al, 1997), suas capacidades gerenciais dinâmicas (Helfat e Martin, 2015;Adner e Helfat, 2003) e suas capacidades relacionais (Matanda et al, 2016;Kale et al, 2002;Dyer e Singh, 1998).…”