The influence of managers' characteristics and perceptions in strategic alliance practice

Pansiri, Jaloni

doi:10.1108/00251740510626218

Cited by 48 publications

(53 citation statements)

References 76 publications

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“…In this field of discourse, supplier selection is an issue that is relevant to both practitioners and researchers, and the criteria used to choose suppliers are a fundamental part of this process. Choosing the right partner is important, because the failure of many partnering attempts can easily be traced to poor partner selection at the planning stage (Pansiri 2005). In choosing appropriate partners, research identifies operation measurement criteria such as compatibility, capability, commitment and control as criteria for successful pre-selection of partners (Hugh and Faulkner 1995;Mendleson and Polonsky 1995;Hagen 2002).…”

Section: : Development Of Theoretical Frameworkmentioning

confidence: 99%

Performance measurement of cross-culture supply chain partnership: a case study in the Chinese automotive industry

Han

Huang

Macbeth

2017

International Journal of Production Research

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This study explores a performance measurement system for a dynamic supply chain partnership in a cross-cultural context. An initial framework is constructed by reviewing the existing literature, followed by an in-depth case study in the Chinese automotive industry, where the framework is refined to address the multi-cultural setting. A performance measurement, system which includes the relationship strategy and operational measurement criteria for a supply chain partnership, has been developed. The relationship strategy contains elements of strategy orientation, management style, interdependence, mutual organisational characteristics and common goals. The operational measurement criteria consist of commitment, trust, communication behaviour, information sharing, participation decision, quality, production performance, delivery, cost, supplier strength, attitude, compromise and loyalty. The last three operational measurement criteria are found to be particularly relevant to the cross-cultural feature. While existing studies tend to focus on either specific measures or individual organisations, this paper for the first time proposes a comprehensive framework to measure the performance of supply chain partnerships. The crosscultural perspective provides a further unique view on how a performance measurement system can be responsive to the dynamics in practice.Keywords: supply chain partnership; performance measures; case study; automotive industry; cross-cultural collaboration 1: Literature reviewSupply chain partnership (SCPR) management and performance measurement have been theorized as a crucial means for manufacturers to achieve sustainable competitive advantage and superior performance (Lee and Whang 2004;Hult, Ketchen and Arrfelt 2007; Cousins, Lawson and Squire 2008; Vanpoucke, Vereeckbe and Boyer 2014). Cao and Zhang (2011) noted that a good relationship with suppliers can give a manufacturer competitive advantage over others in the marketplace. Hence, much attention has been paid in the literature to developing effective SCPR, where the importance of partnership and performance to the entire supply chain is particularly stressed (Ellram 1991;Macbeth and Ferguson 1994;Landeros et al. 1995; New 1996;Maloni and Benton 1997).Performance can be defined as a metric used to quantify the efficiency and/or effectiveness of an action (Neely et al. 1995). Within the context of SCPR, performance of both manufacturers and suppliers should be taken into account, and an effective measurement system adopted to monitor their relationship (Chan and Qi 2003;Gunasekaran, Patel and Tirtiroglu 2001). On the one hand, supplier performance is vital to the success of the manufacturer-supplier relationship when measuring individual participants' input into the supply chain management process (Cousins et al. 2008). On the other hand, manufacturer performance is narrower, and assesses the prospective relationship and organisational capabilities in relation to company performance SCPR is a close, cooperative relationship, formed by tw...

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Section: : Development Of Theoretical Frameworkmentioning

confidence: 99%

Performance measurement of cross-culture supply chain partnership: a case study in the Chinese automotive industry

Han

Huang

Macbeth

2017

International Journal of Production Research

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“…Individual factor: alliance experience Managers are bounded in their rationality, and their decisions are based on heuristics and cues, partly influenced by their experience (Hambrick and Mason, 1984). Their cognitive bases and values filter and distort their perceptions, and thereby affect decision-making (Pansiri, 2005). Thus, at the individual level, alliance manager characteristics are likely to constitute an antecedent of response strategy preference.…”

Section: Response Strategy Antecedentsmentioning

confidence: 99%

A Model of Response Strategies in Strategic Alliances: A PLS Analysis of a Circumplex Structure

Furrer¹,

Tjemkes

Henseler³

2012

Long Range Planning

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The few studies investigating partners' response behavior in strategic alliances often fail to provide empirical support for a large proportion of the relationships they hypothesized. This discrepancy between theory and empirical findings could be attributed to a misconceptualization of response strategies as independent from each other. Indeed, response strategies could be better conceptualized as a circumplex structure rather than as discrete responses. Whereas the circumplex structure of response strategies has been empirically established, it has not yet been taken into account when detecting the effects of potential antecedents on response strategies. A model that accounts for the circumplex structure thus should exhibit superior explanatory power by reducing Type II error. PLS path modeling is particularly suited to substantiate the superiority of such a model, however PLS path modeling as implemented in extant software is not equipped to estimate circumplex structures. Therefore, the objective of the present study is twofold. First, we extend PLS path modeling so that it can handle circumplex structures. Second, building on a circumplex structure of response strategies, we develop and test a model of alliance partners' response strategies and key antecedents. The results of a survey of alliance managers corroborate our expectations and demonstrate that non-significant antecedents become significant when accounting for the circumplex structure. This study thus advances PLS path modeling and contributes to a better understanding of managers' complex decision-making processes in strategic alliances.

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“…The research by Pansiri (2005) outlined the impact of personality characteristics and perceptions of managers on entry into strategic alliances and relationships within them; it can become a decisive factor for the survival of a company. In order to prove the effects of top management's individual characteristics on a company's DC, a team of scholars led by Von den Driesch (Von den Driesch et al 2015) analyzed the relationship between certain characteristics of CEOs, such as demographic, personality, and communication factors, and organizational capabilities of a company (such as marketing, technological, and industrial capabilities).…”

Section: Personal Characteristics Of Managers and Organizational Changementioning

confidence: 99%

Role of Cognitive Style of a Manager in the Development of Tourism Companies’ Dynamic Capabilities

Krupskyi

Grynko

2018

Tour. hosp. manag.

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Purpose -The purpose of this paper is to investigate the relationship between cognitive styles of managers working in tourism companies and dynamic capabilities of these companies. Design -The research relies on a quantitative questionnaire. Methodology -To answer the research question, the bivariate (Pearson) correlation was applied. A number of 268 answers from people working in tourism were received. Findings -We found a positive correlation between different dimensions of dynamic capabilities of tourism companies. These capabilities are influenced by managers' cognitive characteristics. The organizational culture plays a mediating role in the latter relationship. Implications for theory -The paper offers an alternative understanding of dynamic capabilities in tourism and hospitality; the paper also opens new paths for academic research on the impact of cognitive characteristics of managers on the dynamic capabilities of tourism companies. Implications for practitioners -Making accurate psychological portrait of the candidate can predict his/her behavior in certain situation, such as response towards environmental change using dynamic capabilities and when making the necessary changes to the organizational culture. Originality -This study proposes model of influence of a manager's cognitive style on dynamic capabilities, whereby organizational culture moderates this relationship.

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The influence of managers' characteristics and perceptions in strategic alliance practice

Cited by 48 publications

References 76 publications

Performance measurement of cross-culture supply chain partnership: a case study in the Chinese automotive industry

Performance measurement of cross-culture supply chain partnership: a case study in the Chinese automotive industry

A Model of Response Strategies in Strategic Alliances: A PLS Analysis of a Circumplex Structure

Role of Cognitive Style of a Manager in the Development of Tourism Companies’ Dynamic Capabilities

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