Supplier Strategies and Routines for Capability Development: Implications for Upgrading

Sinkovics, Noemi; Hoque, Samia Ferdous; Sinkovics, Rudolf R.

doi:10.1016/j.intman.2018.04.005

Cited by 46 publications

(81 citation statements)

References 46 publications

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“…Jensen and Petersen's (2013) framework also does not include the strategies and actions of sourcing partners, directed at effectuating change in the interfirm relationship (cf. Choksy et al 2017;Sinkovics et al 2018).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…The practice-based approach supplies these missing insights, along with a temporal dimension that allows the researcher to investigate the dynamics of inter-firm relationships over time (cf. Buckley et al 2018;Sinkovics and Sinkovics 2018).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…However, over time suppliers can build relational power by demonstrating their value to clients (cf. Sinkovics et al 2018). This increase in trust and social capital in turn introduces more mutuality and reciprocity into the relationship.…”

Section: Step-up Strategy and Connectivity In B2b Software Solution Vmentioning

confidence: 99%

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Knowledge Connectivity in an Adverse Context: Global Value Chains and Pakistani Offshore Service Providers

et al. 2019

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This paper contributes to theory building efforts around the concept of knowledge connectivity and its relevance in buyer-supplier relationships in global value chains. We use the Pakistani IT industry as our study context. Pakistan suffered a significant adverse perception bias following terror attacks in 2008-09. We based our illustration on the experiences of 12 Pakistani offshore service providers (OSPs) who succeeded in offsetting the negative implications of the country's adverse political environment. The case firms link into two distinct value chain configurations. In each configuration, we observe a distinct course of strategic action, which we term stepup and break-out, respectively. While these observations emerged from the Pakistani context, the implications of the resulting dynamic framework for theory and practice go beyond this particular adverse country setting.

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Section: Conceptual Backgroundmentioning

confidence: 99%

Section: Conceptual Backgroundmentioning

confidence: 99%

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Knowledge Connectivity in an Adverse Context: Global Value Chains and Pakistani Offshore Service Providers

et al. 2019

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“…Loss of this dynamic leads to a loss of the market leader position [38,39]. On the other hand, organisations that do not create the conditions for knowledge management and the knowledge strategy in development are lagging behind their competitors and, over time, the asymmetry between them increases [40,41]. Knowledge is becoming an important resource for coping with uncertainties and turbulence and the resulting influences and threats that may lead to crises in organisations or even to the termination of their business activities [35,36,42].…”

Section: Impact Of Age Management On Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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“…Choksy, Sinkovics and Sinkovics, 2017;Ponte et al, Chapter 6 this volume;Raj-Reichert, Chapter 22 this volume). A microfoundations approach is well suited to investigate how capabilities emerge from individual actions and interactions in both MNEs and suppliers and what managers can do to create or change capabilities (Felin and Foss, 2005;Foss, 2009;Hoque, Sinkovics, and Sinkovics, 2016;Sinkovics, Hoque and Sinkovics, 2018a). This is because it aims at achieving an understanding of how individual-level factors influence organizations, how the interactions of individuals contribute to organization level outcomes, and how macro-level variables are mediated by micro-level actions and interactions (Abell, Felin and Foss, 2008;Felin, Foss and Ployhart, 2015).…”

Section: The Knowing Mnementioning

confidence: 99%