{"id":430,"date":"2016-07-13T12:55:24","date_gmt":"2016-07-13T17:55:24","guid":{"rendered":"http:\/\/blogs.uww.edu\/prasad\/?page_id=430"},"modified":"2016-07-13T12:55:24","modified_gmt":"2016-07-13T17:55:24","slug":"supplier-alliance-success-and-failure-a-longitudinal-dyadic-perspective","status":"publish","type":"page","link":"https:\/\/blogs.uww.edu\/prasad\/teaching\/independent-study\/supplier-alliance-success-and-failure-a-longitudinal-dyadic-perspective\/","title":{"rendered":"Supplier alliance success and failure: a longitudinal dyadic perspective"},"content":{"rendered":"
    \n
  1. Ian Stuart<\/li>\n<\/ol>\n

    International Journal of Operations & Production Management<\/h2>\n

    1997, Vol. 17, No. 6 P. 539-557<\/p>\n

    1)\u00a0\u00a0\u00a0\u00a0\u00a0 Inter-Organizational Relationships (IOR)<\/p>\n

      \n
    1. a) A form of cooperative relationship within the supply chain<\/li>\n
    2. i) How do they form?<\/li>\n
    3. ii) Why do they succeed\/fail?<\/li>\n<\/ol>\n

      (1)\u00a0\u00a0 Buyers perspective<\/p>\n

      (2)\u00a0\u00a0 Suppliers perspective<\/p>\n

        \n
      1. b) Organizational \/ Strategic context<\/li>\n
      2. i) Forms of IORs<\/li>\n<\/ol>\n

        (1)\u00a0\u00a0 Supplier alliance<\/p>\n

        (2)\u00a0\u00a0 JVs<\/p>\n

        (3)\u00a0\u00a0 Mergers\/Acquisitions<\/p>\n

          \n
        1. ii) Impact of time<\/li>\n<\/ol>\n

          (1)\u00a0\u00a0 Parties develop interdependence<\/p>\n

          (2)\u00a0\u00a0 Both parties gain synergistic effects<\/p>\n

            \n
          1. c) Why do they form?<\/li>\n
          2. i) Technology development<\/li>\n
          3. ii) Risk management<\/li>\n<\/ol>\n

            iii)\u00a0\u00a0\u00a0\u00a0 Non-conformance cost reduction<\/p>\n

              \n
            1. d) Attractive in situations where:<\/li>\n
            2. i) There is a need for efficient, reliable information<\/li>\n
            3. ii) There is a need for larger organizations to become more dynamic<\/li>\n<\/ol>\n

              iii)\u00a0\u00a0\u00a0\u00a0 There is a need to provide stability in contractual dealings<\/p>\n

                \n
              1. e) The relationship<\/li>\n
              2. i) Dynamic: evolves as needs change<\/li>\n
              3. ii) Evolves into a more informal, interpersonal relationship<\/li>\n<\/ol>\n

                iii)\u00a0\u00a0\u00a0\u00a0 Longevity based on the parties ability to hide the use of power<\/p>\n

                2)\u00a0\u00a0\u00a0\u00a0\u00a0 Hypotheses and research methodology<\/p>\n

                  \n
                1. a) Hypotheses<\/li>\n
                2. i) H1: Firms with strong alliances should report higher productivity and quality<\/li>\n
                3. ii) H2: Positive trend alliances will be associated with subordinate or hidden power<\/li>\n<\/ol>\n

                  iii)\u00a0\u00a0\u00a0\u00a0 H3: Future expectations for the alliance will be positively related to the personal relationship that develops<\/p>\n

                    \n
                  1. iv) H4: The trend in the alliance can be predicted based on disagreements over enablers<\/li>\n
                  2. b) Results<\/li>\n
                  3. i) H1<\/li>\n<\/ol>\n

                    (1)\u00a0\u00a0 Results are stable, but the relationship between alliance strength and outcome weakens marginally over time<\/p>\n

                      \n
                    1. ii) H2<\/li>\n<\/ol>\n

                      (1)\u00a0\u00a0 There is no support for this hypothesis<\/p>\n

                      iii)\u00a0\u00a0\u00a0\u00a0 H3<\/p>\n

                      (1)\u00a0\u00a0 Satisfaction increases as the alliance strengthens<\/p>\n

                        \n
                      1. iv) H4<\/li>\n<\/ol>\n

                        (1)\u00a0\u00a0 Buyers Perspective: positive trend relationships are associated with lower levels of perceived buyer benefits<\/p>\n

                        (2)\u00a0\u00a0 Supplier perspective: the best predictor comes from similar low expectations of buyer gains from co-operation<\/p>\n

                          \n
                        1. v) In General<\/li>\n<\/ol>\n

                          (1)\u00a0\u00a0 Supplier relationships are relatively stable and satisfactory to both parties<\/p>\n

                          (2)\u00a0\u00a0 Both parties view the relationships in terms of business, not personal, relationships<\/p>\n

                          (3)\u00a0\u00a0 Little support for the theory of power in the relationship<\/p>\n

                            \n
                          1. c) Conclusions<\/li>\n
                          2. i) Buyers can maximize the probability of forming long term relationships by tempering the perceived benefits through collaboration<\/li>\n
                          3. ii) Information exchange and honesty will help the relationship, whereas overly optimistic projections can harm the relationship<\/li>\n<\/ol>\n

                             <\/p>\n

                             <\/p>\n

                             <\/p>\n","protected":false},"excerpt":{"rendered":"

                            Ian Stuart International Journal of Operations & Production Management 1997, Vol. 17, No. 6 P. 539-557 1)\u00a0\u00a0\u00a0\u00a0\u00a0 Inter-Organizational Relationships (IOR) a) A form of cooperative relationship within the supply chain i) How do they form? ii) Why do they succeed\/fail? (1)\u00a0\u00a0 Buyers perspective (2)\u00a0\u00a0 Suppliers perspective b) Organizational \/ Strategic context i) Forms of IORs […]<\/p>\n","protected":false},"author":3916,"featured_media":0,"parent":118,"menu_order":0,"comment_status":"open","ping_status":"open","template":"","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"class_list":["post-430","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/430","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/users\/3916"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/comments?post=430"}],"version-history":[{"count":1,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/430\/revisions"}],"predecessor-version":[{"id":431,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/430\/revisions\/431"}],"up":[{"embeddable":true,"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/pages\/118"}],"wp:attachment":[{"href":"https:\/\/blogs.uww.edu\/prasad\/wp-json\/wp\/v2\/media?parent=430"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}