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

Zakrzewska-Bielawska, Agnieszka

doi:10.1007/s40821-018-0109-9

Cited by 18 publications

(7 citation statements)

References 74 publications

(81 reference statements)

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“…Next, derived from theory and the relevant qualitative data, I proposed a four-item scale measuring the managers' network awareness, which ranged from 1 (strongly disagree) to 7 (strongly agree), and asked CEOs to indicate the extent to which managers were aware of how: (1) cooperation with parties in the environment is a source of additional benefits, (2) cooperation with parties in the environment influences the competitive advantage of a company, (3) goal realisation and the long-term development of the firm depend on forming and maintaining interorganisational relations and the way they are used, and (4) interorganisational relations support taking advantage of opportunities. I also proposed a six-item scale, ranging from 1 (strongly disagree) to 7 (strongly agree), measuring the relational strategic orientation of the firm regarding the number and variety of partners, their expectations, and the needs that a company's vision/mission and strategy should include [118].…”

Section: Methods Of Data Analysismentioning

confidence: 99%

The Relationship between Managers’ Network Awareness and the Relational Strategic Orientation of their Firms: Findings from Interviews with Polish Managers

Zakrzewska-Bielawska

2018

Sustainability

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The ability to cooperate with others in interorganisational dyads and networks is a source of competitive advantage for firms today. However, the question arises as to whether managers are aware of this and implement relational orientation as a strategy in their firms to obtain relational rent. The purpose of this paper is to provide an answer to this question. The research was conducted on 53 companies based in Poland using semi-structured interviews with executives. On one hand, the research results allowed recognition of the importance of and reasons for firms forming, developing, and withdrawing from interorganisational relations, and on the other hand, confirmed a relationship between a managers’ network awareness and the strategic relational orientation of their firms. The higher the manager’s network awareness, the more interorganisational relations a company forms with different partners, and the better the manager’s knowledge about their partners’ expectations and needs, which are then included in a company’s strategy.

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Section: Methods Of Data Analysismentioning

confidence: 99%

The Relationship between Managers’ Network Awareness and the Relational Strategic Orientation of their Firms: Findings from Interviews with Polish Managers

Zakrzewska-Bielawska

2018

Sustainability

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“…Source: based on [ 11,12]. Considering the first strategic choice, value can be created according to the logic of the value chain and network value.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Trust as the Antecedent of Strategic Choices from a Relational View Perspective

Lewicka¹,

Zakrzewska-Bielawska²

2020

Proceedings of the 1st Annual Management, Business and Economic Conference (AMBEC 2019)

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The aim of the relational strategy is to select partners with whom cooperation will enable the creation of value. The success of an organization depends on the scope of cooperation with other entities. The article analyses the influence of interorganizational trust on the strategic choices of enterprises taking into account value creation appropriation, diversity of partners and interorganizational dynamics. The research was conducted on a representative sample of 400 enterprises operating in Poland and on international markets, which is representative of the company's size. The research results confirmed the important role of interorganizational trust as an antecedent of strategic choices. It plays an important role in the process of value creation, selecting partners for relationships, and influences the way relationships are created.

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“…Nowadaysdue to the increasing pace of change and unpredictability of the conditions of functioning, increasing competition and the related growing interdependence of market participantsrelations take on special importance. They become the basis for strategic activities of an enterprise (Zakrzewska-Bielawska, 2019). These relations may be of diverse nature, durability and degree of formalisation (Wilkinson, 2008;Smith-Doerr and Powel, 2005;Walecka, 2019).…”

Section: Introductionmentioning

confidence: 99%

The Management of a Company’s Relational Capital as Part of Business Process

Wałecka¹

2021

ERSJ

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Purpose:The paper deals with the issue of a company's relational capital, especially customer relations. The aim of the paper is an attempt to answer the question concerning the role of developing the right type of relational capital with customers in organisations applying the Business Process Management (BPM) philosophy. Design/Methodology/Approach: The paper characterises business processes and the BPM concept, as well as describes models of process maturity. The section regarding a company's relational capital focuses on different types of relations with stakeholders and also asks about the essence of customer relations in organisations using BPM. The paper includes the results of quantitative research carried out among 600 companies of all sizes operating throughout Poland. The diagnostic survey method, which used the Paper and Pencil Interviewing (PAPI) technique, was chosen as the research method. The respondents were representatives of top management, including business owners. The research was complemented by a case study conducted in one of the organisations operating in the metal industry. It is a company that fully applies the BPM concept. Findings: The results of the quantitative research carried out indicate the existence of a relationship between the type of relations that a company has with its customers and the level of process maturity of the company. The types of customer relations are so important that the attention of companies using the BPM concept is focused on this kind of relationships. The results of the case study strongly confirm that the company analysed sees an important role of its relational capital (especially customer relations) in business process management. Every process implemented in the organisation is undertaken with the final customer in mind as well as his/her satisfaction with the product or service offered. Originality/value: The article discusses an innovative approach to the relational capital of enterprises from the point of view of the process maturity of companies.

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

Cited by 18 publications

References 74 publications

The Relationship between Managers’ Network Awareness and the Relational Strategic Orientation of their Firms: Findings from Interviews with Polish Managers

The Relationship between Managers’ Network Awareness and the Relational Strategic Orientation of their Firms: Findings from Interviews with Polish Managers

Trust as the Antecedent of Strategic Choices from a Relational View Perspective

The Management of a Company’s Relational Capital as Part of Business Process

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