Journal of Inter-Organizational Relationships最新文献

{"title":"Call for papers for a special issue—The research of inter-organizational relationships: Cross-border issues, settings, and insights","authors":"","doi":"10.1080/26943980.2022.2061269","DOIUrl":"https://doi.org/10.1080/26943980.2022.2061269","url":null,"abstract":"A long history exists of IOR scholarship in international settings. This impressive body of work was originally focused on market entry (Rosson & Ford, 1982), export relationships and performance (Madsen 1987; Munro & Beamish, 1987) and negotiations and disputes (Gulliver, 1979). It quickly blossomed into investigations of important IOR topics including strategy (Cavusgil & Shaoming, 1994), transaction costs and relationship structure (Klein et al., 1990), control (Gatignon & Anderson, 1988), governance (Bello & Gilliland, 1997), channel integration (Aulakh & Kotabe, 1997), and motivation (Katsikeas & Kaleka, 1999). More recently, scholars in this domain have made inter-organization trust a major theme (Couper et al., 2020; Katsikeas et al., 2009; Zaheer & Zaheer, 2006), as well as diversity and culture (Stahl et al., 2010), relational norms (Obadia et al., 2017), and relationship quality (Leonidou et al., 2014; Styles et al., 2008, Zhang et al., 2003). International IORs face significant and unique challenges including psychic, geographic, and cultural distances and disruptions (Evans, 2011; Obadia, 2013; Prime et al., 2009); financial constraints and regulations; political risk (Blumentritt & Nigh, 2002); communication difficulties (Griffith, 2002) and cultural differences (Gu et al., 2008; Stahl & Tung, 2015); governance, control, and motivation (Obadia et al., 2015); and feelings of foreignness (Samaha et al., 2014; Denk et al., 2012). These, and other important topics such as methodological concerns, continue to drive the international IOR literature. Aims and scope of this issue","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"114 - 116"},"PeriodicalIF":0.0,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48856949","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The nature of commitment in buyer–supplier relationships","authors":"M. Abé, Joseph P. Cannon, Tasman Smith","doi":"10.1080/26943980.2022.2043981","DOIUrl":"https://doi.org/10.1080/26943980.2022.2043981","url":null,"abstract":"Abstract Commitment is a core concept in the study of buyer-supplier relationships. Much of extant research on commitment in buyer-supplier relationships utilizes a global, unidimensional definition of commitment. In contrast, research on employees’ organizational commitment utilizes a three-facet model, separately considering continuance commitment, affective commitment, and normative commitment. A review of the literature suggests three gaps. First that multiple facets of commitment, particularly normative commitment have been relatively unexplored. Second, the vast majority of research examines a buyer’s commitment to a supplier and much less a supplier’s commitment to a buyer. Finally, commitment research in developing countries is limited. A three-facet model of commitment—with antecedents and outcomes of each—is developed. Data is collected from buyers and suppliers in Thailand, providing an in-built replication and two tests of each hypothesis. The results show support for the three-facet model and identify light and dark side outcomes from the different facets. Implications for theory and practice are discussed.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"60 - 81"},"PeriodicalIF":0.0,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42719863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Delineating interorganizational dynamic capabilities: A literature review and a conceptual framework","authors":"E. Sandberg, Daniel Kindström, Linnea Haag","doi":"10.1080/26943980.2021.1939224","DOIUrl":"https://doi.org/10.1080/26943980.2021.1939224","url":null,"abstract":"Abstract Extant literature on dynamic capabilities hints at the possibility of a wider scope than merely the firm, beyond the individual firm boundary, and thus the existence of interorganizational dynamic capabilities (IDCs). Although IDCs have been acknowledged as a source for sustainable competitive advantage, research on these capabilities remains fragmented and unstructured. Therefore, the purpose of this article is to develop a conceptualization of interorganizational dynamic capabilities. Based on a systematic literature review, a framework with four types of IDCs distinguished by their different locus of control and beneficiary is presented. For each type, the overarching capability themes of orchestration of network resources and governing of network members are described. The article provides a classification of IDCs that avoids comparing “apples and oranges.” It also elaborates on dynamic capabilities that exist beyond the control of a single firm, and their relationship to other firm-based types of IDCs.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"98 - 113"},"PeriodicalIF":0.0,"publicationDate":"2021-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/26943980.2021.1939224","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"60144009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of pre-contract disclosure on M&A performance in franchising","authors":"Marko Grünhagen, F. Sadeh","doi":"10.1080/26943980.2021.1966863","DOIUrl":"https://doi.org/10.1080/26943980.2021.1966863","url":null,"abstract":"Abstract The franchise sector represents a unique opportunity to investigate pre-contract disclosure by target firms in mergers and acquisitions (M&As) due to the legal framework within which franchises operate. This study examines the role of Franchise Disclosure Documents (FDDs) as in-depth resources in cases in which franchise firms are M&A targets. Data were collected from 517 M&As in the US over a 20 year period (1999–2018) in the restaurant industry. The results show that franchise disclosures’ effect on alleviating ex-ante information asymmetry is significant when a higher level of information asymmetry between the parties exists, i.e., when they are farther apart geographically, or if their initial business sector is different from that of the target firm. The study’s implications regarding proprietary information disclosure for franchisors that may represent likely M&A targets are discussed.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"15 - 26"},"PeriodicalIF":0.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48552279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transitioning to the Journal of Inter-Organizational Relationships","authors":"David I. Gilliland","doi":"10.1080/26943980.2021.1992244","DOIUrl":"https://doi.org/10.1080/26943980.2021.1992244","url":null,"abstract":"Welcome to the transitional issue of the Journal of InterOrganizational Relationships. JIOR has emerged from the Journal of Marketing Channels with a new focus, while not forgetting JMC’s legacy of serving the channels field. This issue represents the first published under the new journal’s banner but is in effect a transition from its previous work as JMC. Why the transition in the first place? A marketing channel relationship is inherently an inter-organizational relationship: two or more organizations working with one another to move products or services down one or more marketing channels toward end-use customers. Inherent in “working with one another” comes all the benefits of relationships, like trust, commitment, and enhanced performance, along with all the negative aspects of relationships, such as opportunism, conflict, and power imbalances. But aren’t there other, similar relationships in business, such as buyer–seller partnerships, networked relationships, strategic partnerships, joint ventures, supply chain relationships, and more? Further, all these other types of relationships share the same theoretic domains such as power-dependence theory (Frazier et al., 1989), transaction cost economics (Rindfleisch & Heide, 1997), organizational control theory (Ouchi, 1979), agency theory (Bergen et al., 1992), governance theory (Heide, 1994), contract law (Mooi & Ghosh, 2010), and relational exchange theory (Kaufmann & Stern, 1988). Further, the more we read outside of marketing, into fields such as management, accounting, sociology, and law, the more we find similar concepts, but written from a different base of perspective, often using the same theoretic background (Rubin, 1990; Vosselman & van der Meer-Kooistra, 2009), and often other backgrounds (Black, 1998; Ellickson, 1987). The idea of parallel literature streams developing with inadequate cross-pollination seemed unfortunate. Why not encompass all the previous work, across disciplines, in one academic source? Thus, the idea for JIOR began. Now, after doing some secondary and primary research, reaching across academic divides into other fields to expand the editorial review board, and repositioning the brand, the first issue is ready to go. This issue, however, will transition us from JMC to JIOR by including an invited manuscript examining JMC’s enormous contribution to the IOR field, the first article of the new regime, and two manuscripts accepted under the JMC banner. First, Zemanek and Tran, in an invited piece, look back at over 25 years of JMC contributions to the field with an eye on future research ideas for JIOR. Second, Gr€ unhagen and Sadeh investigate a topic in a context near and dear to interorganizational relationships, franchising. They explain the effects of information asymmetry—in terms of geographic distance, the regulatory environment, and business sector differences—on the relationship between M&A targets and performance. Next, Gao, Wang, and Qian provide interest","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"1 - 1"},"PeriodicalIF":0.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43847555","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Call for papers for a special issue—The research of inter-organizational relationships: Cross-border issues, settings, and insights","authors":"","doi":"10.1080/26943980.2021.1992245","DOIUrl":"https://doi.org/10.1080/26943980.2021.1992245","url":null,"abstract":"A long history exists of IOR scholarship in international settings. This impressive body of work was originally focused on market entry (Rosson & Ford, 1982), export relationships and performance (Madsen 1987; Munro & Beamish, 1987) and negotiations and disputes (Gulliver, 1979). It quickly blossomed into investigations of important IOR topics including strategy (Cavusgil & Shaoming, 1994), transaction costs and relationship structure (Klein et al., 1990), control (Gatignon & Anderson, 1988), governance (Bello & Gilliland, 1997), channel integration (Aulakh & Kotabe, 1997), and motivation (Katsikeas & Kaleka, 1999). More recently, scholars in this domain have made inter-organization trust a major theme (Couper et al., 2020; Katsikeas et al., 2009; Zaheer & Zaheer, 2006), as well as diversity and culture (Stahl et al., 2010), relational norms (Obadia et al., 2017), and relationship quality (Leonidou et al., 2014; Styles et al., 2008, Zhang et al., 2003). International IORs face significant and unique challenges including psychic, geographic, and cultural distances and disruptions (Evans, 2011; Obadia, 2013; Prime et al., 2009); financial constraints and regulations; political risk (Blumentritt & Nigh, 2002); communication difficulties (Griffith, 2002) and cultural differences (Gu et al., 2008; Stahl & Tung, 2015); governance, control, and motivation (Obadia et al., 2015); and feelings of foreignness (Samaha et al., 2014; Denk et al., 2012). These, and other important topics such as methodological concerns, continue to drive the international IOR literature. Aims and scope of this issue","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"53 - 55"},"PeriodicalIF":0.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41365708","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Two decades of the Journal of Marketing Channels’ research: Providing direction for the future of inter-organizational research","authors":"James E. Zemanek, Trang P. Tran","doi":"10.1080/26943980.2021.1973850","DOIUrl":"https://doi.org/10.1080/26943980.2021.1973850","url":null,"abstract":"Abstract For over 25 years, the Journal of Marketing Channels was a hub for marketing channel research. Today, over 4,000 citations of the JMC’s exist in periodicals and publications from the field of marketing and beyond. In this work, we conduct a citation analysis of the most cited articles published in JMC and how the topics they reflect have changed throughout the years of the journal’s existence. We then thematically review the areas in which the journal has had the greatest influence, drawing both from specific works as well as the overall trends in research appearing in JMC since its inception. We then determine how some of the overall trends can guide researchers as they begin the transition into inter-organizational research. Five major themes have been identified including franchising, multichannel marketing, supply chain management, online environment, and international channels. Major obstacles in marketing channels have been addressed in this analysis. We conclude with a look toward shaping our understanding of various inter-organizational research in marketing channels and directions for future research in the inter-organizational behavior of these channels.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"2 - 14"},"PeriodicalIF":0.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48531261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The evolution of retail channels in China since 2000","authors":"J. Wu, Qinghui Cui","doi":"10.1080/1046669X.2021.1885243","DOIUrl":"https://doi.org/10.1080/1046669X.2021.1885243","url":null,"abstract":"Abstract Drawing from premier marketing reports and retailing literatures about China, this article analyzes the evolution of retail channels in China from 2000 to 2015. Under the punctuated equilibrium paradigm, we examine the interactions between retailers and consumers by using competitive and transaction cost analysis. We find that China’s retail channel evolution since 2000 has been driven by unique factors: (a) the government’s economic reform policies and the introduction of Internet technology; (b) behavioral differences based on an urban-rural dualism; and (c) the deep penetration of mobile devices and social media platforms. Based on this analysis, the article concludes with predictions for the future development of retail channels in China.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"38 - 52"},"PeriodicalIF":0.0,"publicationDate":"2021-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2021.1885243","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42500001","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Control mechanisms and role performance: The moderating effects of social interaction","authors":"Wei Gao, Yiyao Wang, Liping Qian","doi":"10.1080/1046669X.2021.1886536","DOIUrl":"https://doi.org/10.1080/1046669X.2021.1886536","url":null,"abstract":"ABSTRACTS In contrast to previous studies, which view output and process control as having only positive or only negative effects, this study investigates nonlinear relationships between output and process control and role performance as well as the moderating effects of social interaction on the above relationships. Results from a sample of 206 Chinese buyer-supplier relationships demonstrate that output and process controls have different curvilinear effects on role performance. Specifically, output control has an inverted U-shaped effect, whereas process control has a U-shaped effect. Social interaction weakens the effect of output control on role performance, but strengthens the effect of process control on role performance. These findings demonstrate previous conflicting arguments on the role of output and process control in coordinating channel relationships and enlarge the understanding on control mechanisms by examining their role in improving role performance, and also provide some practical implications for channel members.","PeriodicalId":53183,"journal":{"name":"Journal of Inter-Organizational Relationships","volume":"27 1","pages":"27 - 37"},"PeriodicalIF":0.0,"publicationDate":"2021-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2021.1886536","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46447551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}