Safeguarding investments and creation of transaction value in asymmetric international subcontracting relationships: The role of relationship learning and relational capital

Chang, Kuo-Hsiung; Gotcher, Donald F.

doi:10.1016/j.jwb.2007.06.008

Cited by 88 publications

(104 citation statements)

References 41 publications

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“…We therefore consider supplier development an antecedent of relational capital. Furthermore we note emerging evidence that relational capital in turn strengthens the impact of relational investments by overcoming free-riding behavior and facilitating knowledge sharing to create mutual understanding (Chang & Gotcher 2007;Kohtamaki, et al 2012).…”

Section: "To Score Big With Suppliers You Have To Win Their Hearts"mentioning

confidence: 71%

“…Capability development requires the exchange of explicit information, often facilitated by investments in structural linkages (e.g., formal teams, collaborative information and communication technology systems). Such investments enable relationship learning and interfirm knowledge sharing (Chang & Gotcher 2007). Similarly, capability developments aimed at improving manufacturing processes require direct participation by buyers and suppliers, which deepens their relationship.…”

Section: Supplier Development and Relational Capitalmentioning

confidence: 99%

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Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Blonska

Storey

Rozemeijer

et al. 2013

Industrial Marketing Management

132

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Section: "To Score Big With Suppliers You Have To Win Their Hearts"mentioning

confidence: 71%

Section: Supplier Development and Relational Capitalmentioning

confidence: 99%

Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Blonska

Storey

Rozemeijer

et al. 2013

Industrial Marketing Management

132

View full text Add to dashboard Cite

“…Taiwanese suppliers are more dependent on international OEM customers, and exhibit significant power asymmetry in exchange relationships (Chang and Gotcher 2007;Jean et al 2010;Kang et al 2009). (b) Many Taiwanese suppliers play active roles in product innovation for their international OEM customers, are "connective nodes" in supply networks (Andersen and Christensen 2005), and have transitioned from the role of OEM to that of original design manufacturers (ODMs).…”

Section: Introductionmentioning

confidence: 99%

Antecedents and Outcomes of Supplier Innovativeness in International Customer–Supplier Relationships: The Role of Knowledge Distance

2016

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The increasing competitive pressures and speed of R&D and product innovation is prompting many multinational enterprise (MNE) customers to outsource their core activities to suppliers. Despite organizational challenges due to cultural and physical separation from their partners, these are now charged with supplier-driven innovation.This study looks at key drivers of supplier innovativeness, examines the role of crossnational differences in shaping supplier innovativeness and examines the impact of this dimension on relationship performance in international customer-supplier relationships.Our findings from a large-scale survey of Taiwanese electronics suppliers provide evidence of the contribution of antecedents such as customer orientation, customer control and technological uncertainty to the enhancement of supplier innovativeness. Innovativeness contributes to increased customer dependence and improves relationship performance. Differences in knowledge bases stemming from different institutions are also tested in this study; we find that knowledge distance may be detrimental to the innovativenessperformance link in international exchange relationships. institutions are also tested in this study; we find that knowledge distance may be detrimental to the innovativeness-performance link in international exchange relationships.

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“…Under these circumstances, SDPs should take on greater strategic significance than in developed markets. However, due to resource asymmetry, a dependent rather than interdependent dynamic can initially be manifest whilst local suppliers catch-up technologically (Chang & Gotcher, 2007;Jean, Sinkovics, & Kim, 2010a;Jean, Sinkovics, & Kim, 2010b). The dependency of local suppliers is particularly marked where local content requirement regulations are removed.These 4 asymmetries therefore complicate SDPs in emerging economies and presents both strategic and CSR dilemmas for developed country MNCs operating in emerging countries.…”

Section: Introductionmentioning

confidence: 99%

An investigation of the cross-border supplier development process: Problems and implications in an emerging economy

Khan

Nicholson

2014

International Business Review

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An investigation of the cross-border supplier development process:problems and implications in an emerging economy. AbstractThis paper is concerned with supplier development in an emerging market context. The context of the study is the interaction between Pakistani suppliers and Japanese automotive manufacturers in equity joint ventures operating in Pakistan. Using a novel approach drawing data from buyer 'and' supplier, the paper presents a three stage (evaluation, exploration and interactive) teleological process theory that highlights the key relational, knowledge transfer and operational factors that signify each stage. Key conclusions are drawn as to the importance of relational ties, the early importance of absorptive capacity. Notions of stasis implied by predominantly crosssectional research into supplier development are challenged and the findings reveal many factors demonstrate temporal dynamics. The paper also highlights CSR dilemmas for developing country investors establishing supplier development programmes in developing economies.

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Safeguarding investments and creation of transaction value in asymmetric international subcontracting relationships: The role of relationship learning and relational capital

Cited by 88 publications

References 41 publications

Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Antecedents and Outcomes of Supplier Innovativeness in International Customer–Supplier Relationships: The Role of Knowledge Distance

An investigation of the cross-border supplier development process: Problems and implications in an emerging economy

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