Revisiting exercise of power strategies from the perspective of information processing

Feng, Chao; Zheng, Xu; Zhuang, Guijun; Li, Ruqi

doi:10.1016/j.indmarman.2020.08.003

Cited by 16 publications

(9 citation statements)

References 77 publications

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“…Relatively recent studies show that digitalization and servitization show a direct positive influence on the overall performance and, by particularization, on the financial performance of a manufacturing company (Abou-Foul, M., Ruiz-Alba, J. L., & Soares, A., 2021); Kohtamäki, M., Parida, V., Patel, P. C., & Gebauer, H., 2020); Marjanovic, U., Rakic, S., & Lalic, B., 2019). It was also found that the IT capacity of manufacturers has a real potential to reduce the negative effect of the exercise of coercive power and the positive effect of the exercise of non-coercive power on cooperation among companies Feng, C., Zheng, X., Zhuang, G., & Li, R. (2020).…”

Section: Cluster-based Literature Review Discussionmentioning

confidence: 99%

The Impact of Digital Transformation on Business Management

MIHU¹,

Bogoslov²,

Lungu³

2021

REVECO

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Digital transformation, often characterized as one of the main phenomena facing the current economy and society, exerts a strong influence on the business environment. The transition from the traditional business to the digitalized business is currently an ongoing process, as the efforts involved are not negligible and the directions of action are correlated with the continuous technological advance. In fact, in the current context, the existence of digital components as an integrated part of business is no longer an option, but a necessity. Rethinking strategies at company level in this regard becomes one of the main requirements in order to maintain a competitive position in the market. Every company should change the way of action due to the market dynamism. Thus, involving digitalization can make the difference in the entrepreneurial result(s): profits or losses. Building efficient, digitally oriented strategies, firstly implies understanding of what the digital transformation of business management entails. Given the previous mentioned aspects, the present paper aims to analyze how digital progress influences business management and to identify to what extent these changes can lead to increased competitiveness of companies. The research results derive from performing an exhaustive bibliographic study, which will allow a correct evaluation of the current state of research in the areas of interest.

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Section: Cluster-based Literature Review Discussionmentioning

confidence: 99%

The Impact of Digital Transformation on Business Management

MIHU¹,

Bogoslov²,

Lungu³

2021

REVECO

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“…The first section contains general instructions and a consent letter to collect data from channel members, the second contains items measuring the constructs of the study, and the final contains questions regarding respondents’ business profiles. The study derives the measures of coercive power from Feng et al (2020), expert, referent and legitimate power from Wang et al (2021), reward power from Kumar and Sadarangani (2019) and those of affective commitment from Kumar et al (1995). Trust was operationalised using items taken from Crosby et al (1990).…”

Section: Methodsmentioning

confidence: 99%

“…It was also observed to be metric invariant (Coercive power: Dx 2 = 2.29, p = 0.713; DCFI = 0.004). (Kumar and Sadarangani, 2019) The channel leader provides advertising support 0.83 The channel leader gives trade allowances or incentives 0.81 The channel leader arranges training for our personnel 0.76 The channel leader provides sales promotional material 0.76 The channel leader provides finance/credit 0.79 Coercive power (Feng et al, 2020) The channel leader can delay the supply of material 0.79 The channel leader can reduce the material supplied to a retailer 0.78 The channel leader can refuse to sell to a retailor 0.74 The channel leader can charge higher prices 0.73 The channel leader can deliver less demanded products 0.73 Trust (Crosby et al, 1990) I can count on the channel leader to be honest in their dealings 0.81 The channel leader stands by his word 0.79 I can rely on the channel leader's promises 0.82 The channel leader is sincere in their dealings 0.74 The channel leader can be counted on to do what is right 0.83 We have greater confidence in the channel leader 0.73 Affective commitment (Kumar et al, 1995) It is pleasant working with the channel leader 0.81 I feel like I am part of the channel leader's family 0.79 I like working for the channel leader 0.83 I like what the channel leader stands for as a company 0.82…”

Section: Measurement Modelmentioning

confidence: 99%

Building trust among channel members via power sources

Kumar

Jebarajakirthy

Das

2021

JBIM

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Purpose Building on encapsulated interest account and motivated cognition account, this study aims to investigate how channel members extend trust in a channel leader when the channel leader applies various non-coercive power sources (e.g. referent, expert, legitimate and reward power). Besides, the study explored the changes in channel members’ trust in a channel leader when each non-coercive power source is coupled with coercive power sources. Design/methodology/approach Using survey items from previously validated scales, the study collected responses from 237 channel members of 3 paint distribution channels in India. Data were analysed using structural equation modelling and multi-group moderation analysis techniques. Findings Findings indicated that expert and reward power sources enhance trust in channel leaders while affective commitment mediates the effects of all the non-coercive power sources on trust. Further, coercive power weakens the effects of expert power on trust. Research limitations/implications The study is based on a cross-sectional survey and confines to the paint industry in India. Replicating this study in other countries and industries will better generalise the study’s findings. Practical implications The study recommends that channel managers use power sources to build trust in channel leaders. Consequently, they will be able to emphasise those specific power sources while developing channel management strategies. Originality/value The study contributes to a greater understanding of the power-trust relationship.

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“…With such turbulence and uncertainties facing businesses, the way staff collaborates in work and across different departments has never been so prevalent. Virtual contacts have made departments less connected than ever before (Feng et al , 2020). Due to such physical separation among colleagues, companies and scholars may consider going beyond traditional approaches to managing internal relationships and seek more innovative managerial approaches (Steven and William, 2020).…”

Section: Future Researchmentioning

confidence: 99%

Internal market orientation, interdepartmental relationships and market performance: the pivotal role of employee satisfaction

Barnes

2022

EJM

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Purpose This study aims to signal the relevance of internal market orientation (IMO) as an organizational process for improving interdepartmental relationships and employee satisfaction, which, in turn, serves to leverage performance. The study has three main objectives: to consider the adaptation of IMO at the departmental level, whereby internal departments are identified as internal customers; gauging the impact of IMO on interdepartmental relationships, employee satisfaction and organizational performance; and testing the mediating role of employee satisfaction in linking interdepartmental relationships, i.e. connectedness and conflict with organizational performance. Design/methodology/approach The study observes the proposed relationships by drawing on a sample of 816 managers from 272 companies. Through accessing three respondents in each organization and asking them to focus on different constructs, the study’s methodology avoids common methods bias. Partial least square was used to test the hypotheses posited in the concept. Findings The findings confirm that IMO at the departmental level is critical for facilitating interdepartmental relationships within the organization. In particular, high levels of IMO can enhance interdepartmental connectedness, reduce interdepartmental conflict and improve employee satisfaction. Employee satisfaction not only influences firm performance directly but also plays a mediating role in linking interdepartmental relationships, i.e. connectedness and conflict with performance. Research limitations/implications While this study is conducted in the Chinese context, future research may consider testing the framework in different sectors and geographical areas. In addition, more objective measures of firm performance could be used in future studies, and other mediating and moderating variables may be added to further advance the understanding of the subject at large. Practical implications The identification of IMO at the departmental level can help firms collect ideas from staff across different departments, facilitate open and constructive communication and react promptly to other departments. Through a social information processing lens, this leads to the creation of a positive organizational atmosphere, contributing significantly to enhancing employee satisfaction and firm performance. Originality/value The findings of the study contribute to the area by supporting the legitimacy of IMO at the departmental level and its positive impact on internal relationships and employee satisfaction, which, in turn, leverages performance advantages for the firm.

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Revisiting exercise of power strategies from the perspective of information processing

Cited by 16 publications

References 77 publications

The Impact of Digital Transformation on Business Management

The Impact of Digital Transformation on Business Management

Building trust among channel members via power sources

Internal market orientation, interdepartmental relationships and market performance: the pivotal role of employee satisfaction

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