Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Baraldi, Enrico; Gressetvold, Espen; Harrison, Debbie

doi:10.1016/j.jbusres.2011.05.030

Cited by 191 publications

(227 citation statements)

References 68 publications

(84 reference statements)

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“…This view of power in an inter-organizational setting resonates well with the view on resource interaction within the Industrial Marketing and Purchasing (IMP) approach (Håkansson and Snehota, 1995;Baraldi, Gressetvold and Harrison, 2012).…”

Section: A Central Misconception About Inter-organizational Powersupporting

confidence: 55%

The dynamics of networked power in a concentrated business network

Olsen

Prenkert

Hoholm

et al. 2014

Journal of Business Research

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The purpose of this paper is to investigate the dynamics of networked power in a concentrated business network. Power is a long standing theme in inter-organisational research, yet there is a paucity of studies about how power emerges and is constructed over time at the network level. The paper adopts process, systems and network theory to interpret a rich single case study from the food industry. Three power mechanisms are identified, gatekeeping, decoupling and resource allocation, which form the basis of a model of networked power dynamics. Empirically tracing the dynamics of networked power highlights the economic contents of interactions. The paper extends current understandings of power as 'conflict and

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Section: A Central Misconception About Inter-organizational Powersupporting

confidence: 55%

The dynamics of networked power in a concentrated business network

Olsen

Prenkert

Hoholm

et al. 2014

Journal of Business Research

Self Cite

View full text Add to dashboard Cite

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“…to maximise performance and competitiveness in markets. This paper also confirms Baraldi, Gressetvold, and Harrison's (2012) view on the importance of considering the utilisation and management of resources and their interaction when managing vertical networks such as supply chains. The study also shows how these management capabilities, in terms of the ability to adopt inter-organisational processes, leverage the impact of resources, which confirms Lambert, García-Dastugue, and Croxton (2005) and Paulraj, Chen, and Lado (2012).…”

Section: Theoretical Implicationssupporting

confidence: 78%

“…Researchers have shown the necessity of considering up-and downstream flows as well as improving relationships in such vertical networks. Beske (2012) Baraldi, Gressetvold, and Harrison (2012) term resource interaction within networks.…”

Section: Conceptual Modelmentioning

confidence: 99%

“…This is in line with the notions of Teller, Kotzab, and Grant (2012), who argue that supply chain processes leverage the use of SCM resources to affect the execution of SCM. Such a proposed mediation is also supported by Baraldi, Gressetvold, and Harrison's (2012) notions on the interaction of resources, and their view on how network partners combine and develop them in order to establish capabilities that further support the management and subsequently the competitiveness of networks. Further, Grant (1991) sees resources as filtered through capabilities in networks, subsequently leading to competitive advantage.…”

Section: H4: the More (A) Internal/(b) Joint Scm Resources Are Availamentioning

confidence: 99%

“…However, the literature still lacks insights as to which resources and capabilities in individual firms directly drive and indirectly leverage their internal and external integration of supply-chain-specific business processes with suppliers and customers, creating value and improving the total performance of the chain. This individual firm level of integration or implementation is what we refer to as the degree of SCM implementation, or the execution of SCM (Faria and Wensley 2002;Cai, Yang, and Hu 2009;Kotzab et al 2011;Baraldi, Gressetvold, and Harrison 2012;Gadde, Hjelmgren, and Skarp 2012). This understanding is different from what other streams of literature call SCM integration, which refers to the integration of SCM software with other IT/ERP systems (e.g.…”

Section: Introductionmentioning

confidence: 98%

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Supply chain management resources, capabilities and execution

Kotzab

Teller

Grant

et al. 2014

Production Planning & Control

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This paper identifies inter-and intra-organisational management resources that determine the level of execution of inter-firm alliance supply chain management (SCM). By drawing on network and resource-based view theories, a conceptual model proposes the effects of SCM resources and capabilities as influencing factors on SCM execution. The model was tested using survey data from studies conducted in two European supply chain environments. Variance-based structural equation modelling confirmed the hypothesised hierarchical order of three proposed antecedents: internal SCM resources affect joint SCM resources, which in turn influence collaborative SCMrelated processes and finally SCM execution. An importance-performance analysis for both settings shows that providing and investing in internal SCM resources should be a priority when aiming to increase SCM execution. The theoretical contribution of this paper lies in confirming that the improvement of SCM execution follows a clear pathway featuring internal supply chain resources as one of the main drivers. The practical implications of this research include the development of a prioritisation list of measures that elevate SCM execution in the two country settings.

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Perspectives on Market: Business Markets as Networks

Rocca

2020

Customer-Supplier Relationships in B2B

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Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Cited by 191 publications

References 68 publications

The dynamics of networked power in a concentrated business network

The dynamics of networked power in a concentrated business network

Supply chain management resources, capabilities and execution

Perspectives on Market: Business Markets as Networks

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