How does trust affect alliance performance? The mediating role of resource sharing

Jiang, Xu; Jiang, Feifei; Cai, Xinye; Liu, Heng

doi:10.1016/j.indmarman.2015.02.011

Cited by 86 publications

(105 citation statements)

References 82 publications

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“…Das & Teng, 1998;Krishnan, Martin & Noorderhaven, 2006;Suseno & Ratten, 2007;Jiang et al, 2015) and affirm that trust and trust building is based on positive expectations regarding other people intentions and behaviors in vulnerable situations like R&D alliance where uncertainty is high (Clegg, Unsworth, Epitropaki & Parker, 2002;De Jong & Woolthuis, 2008;Das & Teng, 2000).…”

Section: Trust and Alliance Performancementioning

confidence: 64%

“…This second wave embraces a resurgence of the interests of the first wave, which is concerned on the interactions and relationships between individuals, but it is characterized by its focus on the exchanges and linkages between organizations (Powell, Koput & Smith-Doerr, 1996;Håkansson, 1987;Burt, 1980). Last years, part of this trend has also looked at the effect of individual relationships such as trust, commitment or conflict on the strategic goals on alliance performance in a separate way (Cullen, Johnson & Sakano, 2000;Luo, 2008;Perry, Sengupta & Krapfel, 2004;Das & Teng, 1998;Nielsen & Nielsen, 2009;Jiang, Jiang, Cai & Liu, 2015).…”

Section: Introductionmentioning

confidence: 99%

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The impact of individual relationships on performance and reformation of R&D alliances

Sanchez-Navas

Ferràs-Hernández

2015

JIEM

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Section: Trust and Alliance Performancementioning

confidence: 64%

Section: Introductionmentioning

confidence: 99%

The impact of individual relationships on performance and reformation of R&D alliances

Sanchez-Navas

Ferràs-Hernández

2015

JIEM

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“…From the relational view perspective, there are some factors determining the proper choice of a partner, such as: (1) partners' technological alignment (i.e., technical capability, resource complementarity, and overlapping knowledge bases), (2) partners' strategic alignment (i.e., motivation correspondence and goal correspondence), and (3) partners' relational alignment (i.e., compatible cultures, propensity to change, longterm orientation) (Emden et al 2006). Trust is also an important factor, because it reduces the uncertainty that accompanies mutual relations based on the subjectively assessed probability regarding behaviors and actions taken by the other party (Jiang et al 2015;Ashnai et al 2016). Total trust is rather rare.…”

Section: H1: Enterprise Logic Affects a Firm's Relational Orientationmentioning

confidence: 99%

Recognition of relational strategy content: insight from the managers’ view

Zakrzewska-Bielawska

2018

Eurasian Bus Rev

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The paper aims to recognize how managers perceive a firm's relational strategy content by identification of strategic choices made within it. The paper presents theoretical assumptions of the relational view of strategy based on identified fundamental strategic choices that form the content of relational strategy, presents hypotheses that link this content with the relational view of a firm, as well as 'enterprise logic', understood as the way in which top managers conceptualize their firm and its relationships with stakeholders. The research was conducted in 53 companies based in Poland using semi-structured interviews with executives. Both content and statistical analyses are to be used. The research results made it possible to discern key strategic choices that make up the content of relational strategy. These, in the opinion of managers, should include choices regarding the process of creating and appropriating value, selecting a partner and their significance, and the associated interorganizational dynamics as well as the way of forming interorganizational relationships.

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“…The process of ascertaining the selling or contract maker firm's capabilities has been studied in the trust literature under the term "competence trust" (Das & Teng 1998;Lui & Ngo, 2004;Patzelt & Shepherd 2008;Jiang et al 2015;Valdés-Llaneza & García-Canal, 2015;Connelly et al 2015). Competence trust is linked to good reputation and rich resources of capital and labor on the contractor firm's side (Lui & Ngo 2004), the belief that the partner firm possesses the necessary resources and capabilities to meet the agreements of the alliance contract (McAllister, 1995, as cited by Patzelt & Shepherd, 2008, or the partner's capability to perform a job, its skills and its professional knowledge (Jiang et al 2015).…”

Section: Shared Knowledge That Contributes To Improving Innovative Camentioning

confidence: 99%

“…Competence trust is linked to good reputation and rich resources of capital and labor on the contractor firm's side (Lui & Ngo 2004), the belief that the partner firm possesses the necessary resources and capabilities to meet the agreements of the alliance contract (McAllister, 1995, as cited by Patzelt & Shepherd, 2008, or the partner's capability to perform a job, its skills and its professional knowledge (Jiang et al 2015). However, these works do not refer specifically to the contracting firm's absorptive capacity, and this firm's efforts to signal it.…”

Section: Shared Knowledge That Contributes To Improving Innovative Camentioning

confidence: 99%

Collaborative relationships with customers: generation and protection of innovations

Abando

Basterretxea

Landeta

2017

Jnl of Bus & Indus Marketing

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This is an electronic version of the accepted paper in Journal of Business & Industrial Marketing[EN]Purpose: To discover the key elements for generating and protecting innovations based on the customer‐supplier relationship in industrial sectors Methodology: Exploratory qualitative study performed using semi‐structured interviews with CEOs and innovation managers of 22 industrial firms and institutions from the machine‐tool (MT) industry Findings: Key forms of knowledge must be shared by the two agents. Producers have to obtain in‐depth knowledge about customers’ needs and customers need knowledge on producer's absorptive capacity. Producers distinguish between three types of customer: reference customers, necessary for innovations with greatest scope, clientes amigos or test users, required to test innovations currently being developed, and traditional customers, associated with incremental innovations. The traditional means of protecting innovations is the detailed contract between customer and supplier; patents are used for innovations of greater technological scope, as a form of defense against third‐party patents and as a signaling element of absorptive capacity. Originality: The paper draws on the direct experience of executives from companies whose innovation is based on a close relationship with customers, in order to answer questions to which the literature has yet to provide definitive answers: What sort of information to be shared is relevant for the generation of innovations? Are all customers equal or are there profiles that contribute more effectively to the development of innovations? What attitude and mechanisms are most effective for protecting the knowledge and competitiveness generated through knowledge‐sharing

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How does trust affect alliance performance? The mediating role of resource sharing

Cited by 86 publications

References 82 publications

The impact of individual relationships on performance and reformation of R&D alliances

The impact of individual relationships on performance and reformation of R&D alliances

Recognition of relational strategy content: insight from the managers’ view

Collaborative relationships with customers: generation and protection of innovations

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