Partner Selection, Interorganizational Coordination, and New Service Development Success in the Financial Service Industry

Abstract

This study aims to investigate the relationship between partner selection and new service development (NSD) success. We identified three partner selection factors based on partner selection theory: partner reliability, partner expertise, and partner compatibility, and suggested product-market experience and technological experience as moderators. We developed a questionnaire and distributed it to 446 financial service companies in Taiwan. Overall, we received 122 usable pairs of responses from each firm's sales manager and marketing manager. The results indicate that interorganizational coordination contributes to NSD success. Among the three partner selection factors, partner reliability and partner compatibility were found to positively affect interorganizational coordination. In addition, product-market experience enhances the positive effect of interorganizational coordination on NSD success. Copyright RésuméCette étude porte sur la relation entre la sélection des partenaires et le succès de la mise sur pied de nouveaux services (NSD). À partir de la théorie de la sélection des partenaires, trois facteurs de sélection des partenaires y sont recensés notamment la fiabilité, l'expertise et la compatibilité des partenaires. Par ailleurs, l'expérience suggérée sur le marché des produits et l'expérience technologique y sont examinées en tant que facteurs modérateurs. Pour mener à bien l'étude, nous avons distribué un questionnaire à 446 sociétés de services financiers basées à Taïwan. Dans l'ensemble, nous avons reçu 122 paires de réponses utilisables envoyées par les directeurs des ventes et les directeurs marketing des entreprises retenues. Les résultats indiquent que la coordination interorganisationelle contribue au succès de la NSD. Quant aux trois facteurs de sélection des partenaires, on constate que si la fiabilité et la compatibilité des partenaires ont une incidence positive sur la coordination interorganisationnelle, en revanche, l'expérience du marché des produits renforce l'effet positif de cette coordination sur le succès des NSD.

Capacidade de coordenação e gerenciamento de riscos interorganizacionais

“…Desta maneira, entre as práticas de gestão de âmbito interorganizacional, as investigadas neste estudo referem-se à capacidade de coordenação e gerenciamento de riscos. A coordenação interorganizacional reflete o quanto a empresa consegue coordenar suas atividades, alinhar suas estratégias e compartilhar seu conhecimento com a respectiva aliança interorganizacional (Ireland et al, 2002;Tsou et al, 2019). Enquanto o gerenciamento de riscos interorganizacionais está atrelado ao desempenho da relação (Wagner & Bode.…”

“…Conforme previamente abordado, as assertivas relativas à coordenação interorganizacional foram adaptadas do estudo de Tsou et al (2019). Na Tabela 2 são apresentadas as assertivas, juntamente com a estatística descritiva.…”

“…A capacidade de coordenação interorganizacional, uma prática dos gestores/sócios das startups para alinhar, integrar e combinar estratégias e recursos para realizar tarefas coletivas com o parque, ao compartilhar conhecimento e consulta-los a tomar decisões importantes (Tsou et al, 2019), acarretou em maiores níveis de gerenciamento de riscos do relacionamento entre startups e seu parque tecnológico. Vale destacar que riscos são inerentes a todos os relacionamentos interorganizacionais, como de descumprimento de arranjos e obrigações firmadas, que provocam outro possível risco: de descontinuidade da relação.…”

The influence of selection criteria on the development of value co-creation in shipping companies

“…Scholars' interest in the strategic importance of selection criteria to companies' success is evident from the plethora of research on the topic (Momeni and Vandchali, 2017). Recognition of this importance is present in both the industrial (Haeri and Rezaei, 2019;Wang et al, 2018;Guertler and Lindemann, 2016;Donaldson, 1994;Ellram, 1990;Nair et al, 2015;Lieneland et al, 2013;Luo, 1997;Gattringer et al, 2017;) and service sectors (Liang and Mei, 2019;Tsou et al, 2019;Tsou et al, 2015;Feng, Fa and Ma, 2010;Shah and Swaminathan, 2008;Whyte, 1993).…”

“…Resources are a company's basic tools with which to gain a competitive advantage over others (Barney, 1991). To achieve this advantage, companies seek to enter partnerships and relationships with other companies (Tsou et al, 2019) with the ultimate goal of mutually benefiting from the exchange of resources and capabilities. This interaction and interdependence between companies can be seen through the concept of value co-creation.…”