Reflections of Information Sharing and Collaborative Innovation in the Social Responsibility of Cooperatives

Beuren, Ilse Maria; Santos, Vanderlei dos; Bernd, Daniele Cristina; Pazetto, Celliane Ferraz

doi:10.7819/rbgn.v22i2.4052

Cited by 5 publications

(8 citation statements)

References 40 publications

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“…Previous studies on cooperatives have also shown evidence of these constructs in various relationships. For example, Beuren et al (2020) analyzed the effect of information sharing on the social responsibility of cooperatives; Beuren et al (2019), on the performance of the strategic alliance of cooperatives; and Ruben and Heras (2012), on the performance of coffee cooperatives in Ethiopia. Although they did not analyze the mediating effect, they indicate effects of information sharing.…”

Section: The Mediating Effect Of Information Sharing Between Conflict...mentioning

confidence: 99%

“…On the one hand, information sharing, embodied in characteristics such as quality, reliability and accuracy of information (Moores & Yuen, 2001), provides support to improve the decision-making process of stakeholders, which does not occur when there are limitations in the exchange of information (Treurniet & Wolbers, 2021). On the other hand, improvements in the decisionmaking process favor information sharing, which provides conditions for improving organizational performance (Beuren et al, 2020;Yang & Maxwell, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Cooperative or competitive style of conflict management? Effects on information sharing and agricultural cooperatives’ performance

Oliveira,

Beuren

2024

Cad. EBAPE.BR

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This study examines the influence of conflict management styles, both cooperative and competitive, on information sharing and, in turn, on organizational performance. The mediation of information sharing in the relationship between conflict management styles and organizational performance is also examined. The effects of conflict management styles were analyzed at the intragroup level in a field that presupposes cooperation through a survey carried out with professionals who work in agricultural cooperatives. For the analysis of the 91 valid answers, partial least squares structural equation modeling (PLS-SEM) was used. The results indicate a relationship between conflict management styles and information sharing, which is positive for the cooperative style and negative for the competitive style. Furthermore, a positive relationship was observed between information sharing and organizational performance. However, no mediating effect of information sharing on the relationship between cooperative and competitive conflict management styles and organizational performance was found. Based on the results, it is concluded that the cooperative style of conflict management promotes the sharing of information and improves organizational performance. The same was not found for the competitive style of conflict management in the researched cooperatives. This broadens discussions about the possible benefits of conflicts in organizations, contrasting with the approaches about their harmful effects on organizational performance.

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Section: The Mediating Effect Of Information Sharing Between Conflict...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Cooperative or competitive style of conflict management? Effects on information sharing and agricultural cooperatives’ performance

Oliveira,

Beuren

2024

Cad. EBAPE.BR

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“…Previous studies see the establishment of sharing information routines as a key factor for the success of interorganizational partnerships (Cooper & Yoshikawa, 1994; Dekker, 2004; Beuren et al , 2020). Information sharing and interorganizational trust play important roles in cooperation and performance (Bescorovaine & Beuren, 2020).…”

Section: Theoretical Referencementioning

confidence: 99%

“…The need for strategic collaboration in various competitive situations is already established, and the use of these forms of competition has been expanding worldwide (Chi, Huang, & George, 2020). Cooperation among entities is a strategy that provides benefits and competitive advantages to its participants (Abbade, 2010), as long as it has the potential for gains and opportunities (Beuren, Santos, Bernd & Pazetto, 2020). In addition, interorganizational cooperation is essential to obtain valuable resources, such as information and knowledge (Allred, Fawcett, Wallin, & Magnan, 2011).…”

Section: Introductionmentioning

confidence: 99%

Relational norms and satisfaction with interorganizational cooperation

Anzilago¹,

Beuren

2022

RAUSP

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Purpose This study aims to analyze the effects of interorganizational cost management and opportunism on the reflexes of relational norms on satisfaction with interorganizational cooperation in franchised companies. The collective synergy arising from these relationships mainly seeks to increase competitiveness and commercial development. Windolph and Moeller observed that interorganizational cost management increases satisfaction in the relationship with partners, while relational norms attenuate the negative effect on supplier satisfaction. Design/methodology/approach A survey was carried out with managers of franchised companies in the food industry. The managers were identified on the social network Linkedin. After that, an invitation was sent to participate in the research. A total of 88 valid responses were obtained. The questionnaire consists of 40 extracted assertions. A pre-test was carried out to verify the comprehensibility of the wording of the assertions. Structural equation modeling with partial least squares (PLS-SEM) was used for data analysis. For analysis, validation and adequacy tests of the model were carried out, and executed in the software SmartPLS. Findings Survey results reveal that interorganizational cost management increases franchisor relationship satisfaction. Relational social norms mitigate the negative effect of opportunism on satisfaction with cooperation. And interorganizational cost management plays an important role in the relationship between relational norms and satisfaction with cooperation between franchisor and franchisees. Research limitations/implications However, limitations resulting from the methodological design of the research must be considered in the interpretation of the results, at the same time that they provide opportunities for new research. As for the methodological aspects, the study cannot be generalized to other branches of companies, because it is a sector with franchises with specific characteristics. It should also be considered that the study was limited to investigating the proposed model, but other constructs can be observed in the literature. Finally, to empirically assess the constructs of the theoretical model, research instruments from studies other than those considered here can be used. Practical implications This study contributes with relevant literature and the management practice of interorganizational cooperation by empirically demonstrating the importance of interorganizational cost management as a management control mechanism and to mitigate the effects of opportunism between franchisor and franchisees. Social implications It also contributes to the inclusion of social norms in the relationship between franchisor and franchisees with a view to increasing franchisee satisfaction with their franchisor, which also aims to mitigate the impacts of opportunism in this relationship. It contributes to the social order, as they reveal ways to mitigate possible conflicts between franchisor and franchisee and generate greater transparency in the relationship. Originality/value This study is justified by the fact that it investigates relational aspects of cooperation between franchisor and franchisees, a form of interorganizational cooperation that is growing in the market. It is also justified by highlighting the importance of interorganizational cost management as a means of mitigating the opportunistic effects between franchisor and franchisees, proving to be an important management mechanism. Research is especially important because interorganizational strategies have been spreading in corporate environments (Dekker, Ding & Groot, 2016) and the maintenance of the relationship is dependent on satisfaction with cooperation.

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“…Although the literature is already extensive regarding the importance of IC in small and medium-sized enterprises (SME), the same is not found in relation to business networks formed by start-ups. Corroborating the prevalence in academia of this gap, some authors highlight the scarcity of studies on innovation in start-ups (Kraus et al , 2019; Cajuela and Galina, 2020), which are dependent on external resources to achieve their goals, being in this aspect that the sharing of information and knowledge gains a relevant weight in the formation of interorganisational relationships (Gupta and Polonsky, 2014; Singh et al , 2019; Beuren et al , 2020), specifically the capacity that business cooperation networks exert in this typology of companies (Walter et al , 2006; Parida et al , 2017). Some authors, such as Jordão (2018), have studied IC in networks formed by SMEs, focussing on knowledge management and IC, but to our knowledge, no studies focus on networks formed by start-ups.…”

Section: Introductionmentioning

confidence: 99%

The importance of intellectual capital in networks formed by start-ups

Franco

Neves

Haase

et al. 2021

IJOA

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Purpose This study aims to analyse the importance of intellectual capital (IC) in networks formed by start-ups, with a view to obtaining resources that individually they would be unable to acquire. Design/methodology/approach To achieve this aim, a qualitative approach was adopted, and within this, the case study method was used. The data-collecting instrument was the semi-structured interview, held with the business-people/managers of five start-ups present in an incubator (Startup Rém) based in Portugal, and with the person in charge of this incubator, together with observation and documentary analysis. Findings From content analysis, the results suggest that the business people recognise the presence of IC at the moment of creating their business and that this is a means to attain sustainability and, consequently, business survival. The results also show that in the absence of network formation, the relation between the incubator and the incubated firms can be affected and limited, interfering directly with firms’ use of IC. Practical implications This research aimed to highlight the importance of IC as an essential resource for business survival and sustainability and to encourage start-ups to regard networks as a way to share and convey knowledge. This study also intends to help firms understand the role of cooperation and mutual assistance in seeking sustainability and economic growth. Originality/value This study is innovative because it has filled the gaps identified in the literature, particularly the absence of studies on the importance of IC in networks formed by start-ups, and the study of the impact of IC on firms focussing on cooperation networks.

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Reflections of Information Sharing and Collaborative Innovation in the Social Responsibility of Cooperatives

Cited by 5 publications

References 40 publications

Cooperative or competitive style of conflict management? Effects on information sharing and agricultural cooperatives’ performance

Cooperative or competitive style of conflict management? Effects on information sharing and agricultural cooperatives’ performance

Relational norms and satisfaction with interorganizational cooperation

The importance of intellectual capital in networks formed by start-ups

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