Social capital configuration, legal bonds and performance in buyer–supplier relationships

Carey, Sinéad; Lawson, Benn; Krause, Daniel R.

doi:10.1016/j.jom.2010.08.003

Cited by 393 publications

(660 citation statements)

References 90 publications

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“…Prior studies further suggested that relational capabilities are a governance mechanism to create relational routines (Dyer and Singh, 1998), prevent conflicts and solve problems as well as exchange information (Carey et al, 2011). These insights were confirmed through our case studies as services with high relational capability were characterised by strong relational routines and a high level of frequent and regular information exchange between PSS provider and customer.…”

Section: <Please Insert Table 5 About Here>supporting

confidence: 75%

“…Building up relational capital between partering organisations or individuals from collaborative firms is vital to deliver PSSs. Thus, relational capabilities complement contractual capabilities to address conflict resoltion quickly and to mitigate adversarial behaviour (Carey et al, 2011). Despite the importance of relational capabilities for strategic decision making in servitized manufacturers, the insights in this area are still in their infancy, especially when considering different PSS offerings and varying levels of service complexity (Newbert, 2007).…”

Section: Capability Development For Pss Deliverymentioning

confidence: 99%

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Servitising manufacturers: the impact of service complexity and contractual and relational capabilities

Kreye

Roehrich

Lewis

2015

Production Planning & Control

114

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Section: <Please Insert Table 5 About Here>supporting

confidence: 75%

Section: Capability Development For Pss Deliverymentioning

confidence: 99%

Servitising manufacturers: the impact of service complexity and contractual and relational capabilities

Kreye

Roehrich

Lewis

2015

Production Planning & Control

114

View full text Add to dashboard Cite

“…Also, in social interaction ties (during social events or when working in teams), the parties share information about opportunities for innovation. Relational capital acts as a form of assurance to both parties facilitating the process (Carey et al, 2011). In conclusion, if alliance means higher relational capital and relational capital means higher innovation, for the transitive law, alliance should result in greater innovation.…”

Section: (A) Impact Of the Characteristics Of Weak And Strong Relatiomentioning

confidence: 92%

“…In particular, Carey et al (2011) argued that relational capital is positively associated with buyer innovation improvement and mediates the cognitive capital-buyer innovation improvement relationship and the social interaction ties-buyer innovation improvement relationship. According to the authors, relational capital (trust) helps in favoring the sharing of cognitions between buyer and supplier, which are required for innovation.…”

Section: (A) Impact Of the Characteristics Of Weak And Strong Relatiomentioning

confidence: 99%

Supplier-Buyer Networks and Buyer's Innovation

Ahuja

Boccardelli

D'Alise

2013

AMPROC

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To my family, my brother-in-law Paolo, and to Valerio with infinite gratitude for reasons they know well ACKNOWLEDGMENTSNow that I am at the end of the path of my PhD program, it is a pleasure to contemplate this important and meaningful experience. At the same time, I would like to show my gratitude for the great care and the support that I received from numerous people at different periods of time. It has been both an exacting and educational journey, and I was lucky to have had the pleasure of meeting and interacting with so many eminent professors, some of whom were members of the dissertation committee. They have made essential and precious contributions to my growth. To those people, I would like to express my deepest gratitude.First and foremost, I would like to thank Professor Fontana, an outstanding figure and my point of reference even before I began the doctorate program. During the degree course and under his guidance, I was able to approach and accomplish my first thesis experiences; without him, I would never have started my PhD program. Since he encouraged me to pursue my present research path, he played a decisive role in my choice. I had the opportunity to benefit from his experience and reassuring guidance.The fulfillment of this work was made possible thanks to my very good interaction with the members of my dissertation committee.I am particularly grateful to Professor Boccardelli for several important reasons. He helped me to achieve a crucial breakthrough in my studies, and it is in large part due to him that I have achieved results. As Director of the Doctoral Program, he undertook a leading role in the orientation process. I would like to thank him for his psychological support and firm encouragement: he always expressed faith in my abilities when sometimes I was in doubt. During some crucial steps in the execution of my work, his valid intervention helped me to find solutions and persevere. His essential contributions induced me to find alternatives to some points in a lasting and fruitful exchange of ideas. He played a decisive role during the difficult starting steps when I was identifying and defining my research problem and he made the difference when suggesting how to direct my ideas towards goals. Furthermore, he helped me to define the model by turning my attention to key matters combining a pragmatic approach with the capability of seizing shades. During the final stage, he provided advice about data processing. On several occasions, he made time to answer to my questions. I also owe a debt of thanks to him for my wonderful opportunity to conduct my research for this thesis at the University of Michigan for a year. It has been an absorbing and educational experience. Professor Boccardelli has been and will remain an important point of reference.I will never be able to fully thank Professor Ahuja for having assisted me during this long period at his university. It is an honor that he agreed to be part of my dissertation committee. I owe a great debt to him for all of the opportuni...

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“…As such, this area has been researched extensively and we refer the reader to literature reviews focusing on the selection criteria and decision-making process (Weber et al, 1991;De Boer et al, 2001;Aissaoui et al, 2007;Ho et al, 2010;Agarwal et al, 2011), as well as "green" supplier selection (Govindan et al, 2013). Research has begun to shift away from more simple transaction cost economic approaches (Williamson, 1985;Dyer, 1997) and toward social capital theories (Krause et al, 2007;Carey et al, 2011), which capture more of the nuances of the inter-firm dynamics.…”

Section: Literature Reviewmentioning

confidence: 99%

Recycling procurement strategies with variable yield suppliers

Rowe

Ekşioğlu

2015

Ann Oper Res

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Companies are no longer judged on financial performance alone, but rather on their "Triple-Bottom Line", which accounts for social and environmental measures as well. This leads companies to investigate the sustainability of their operations and their products. Between the increasing cost of virgin raw materials and customers demanding post-consumer product content, manufacturers have begun looking at recycled material options. This paper addresses a procurement issue facing a polystyrene packaging manufacturer considering its optimal purchasing strategies between two suppliers -one providing virgin material, the other offering recycled material. A single-period scenario is modeled where each supplier sells product with a known yield distribution at market pricing. The manufacturer must choose whether to sole-source or dual-source, as well as determine how much material to purchase from each supplier to meet deterministic demand. Our results indicate that there is a range of prices from the recycled material supplier where dual-sourcing will lead to higher manufacturer profits compared to solesourcing. We show, based on the procurement strategy, the optimal quantities to purchase to maximize manufacturer's expected profit.We then investigate the area of supplier development and how the manufacturer can improve their expected profit by investing in their supplier's quality improvement effort. The questions addressed are how much the manufacturer would be willing to invest and how they ensure the proper return on their investment. This paper determines the expected increase in profit for the manufacturer from yield improvement projects at a supplier, which therefore becomes the upper threshold for investment. We also find that a company can err in their project acceptance criteria if they have an approval process that views project acceptance myopically rather than holistically.Lastly, we develop a systematic and comprehensive approach to the supplier selection process. We utilize the fundamental concepts behind W. Edwards Deming's Plan-Do-Study-Act improvement cycle and apply them to the supplier selection process.We also present analytic and numerical study results that can be used in conjunction with contractual mechanisms to not only overcome issues such as free riding, but to also incentivize suppliers to engage in supplier development projects they may not have otherwise undertaken. In order to understand why companies have become more attentive to the issue of recycling, one must look back over the past few decades. Firms have faced increased scrutiny on the environmental impact surrounding the disposal of consumer goods, the disposition of production by-products, and how they act as corporate citizens. No longer are companies judged solely on their financial measurements. They are now being evaluated on the "Triple Bottom Line". This metric measures a firm's social and environmental performance, as well as its economic performance. Manufacturers must 2 now address how their products impact the environment...

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Social capital configuration, legal bonds and performance in buyer–supplier relationships

Cited by 393 publications

References 90 publications

Servitising manufacturers: the impact of service complexity and contractual and relational capabilities

Servitising manufacturers: the impact of service complexity and contractual and relational capabilities

Supplier-Buyer Networks and Buyer's Innovation

Recycling procurement strategies with variable yield suppliers

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