Littérature scientifique sur le sujet « Inter-firm Engagement »

Modern-day business landscape has been com and chaotic. These are forcing firms to explore and experiment to secure and sustain market advantage. Often collaborative strategies such as strategic alliance (SA) and joint ventures (JVs) are pursued. Corporate social responsibilities (CSR) initiatives have been carried out by firms to justify and legitimize firm social existence. In collaborative strategies, two or more firms’ CSR initiatives get intermingled. Given this background, it is of interest to comprehend how firm CSR initiatives altered because of collaborations (SAs and JVs). The purpose of this conceptual article is to develop a collaborative inter-firm CSR (CIF-CSR) typology based upon a varied base of the extant literature on inter-firm collaboration (SAs and JVs), strategic management (especially resource-based view) and stakeholder theory applied theoretical logical argumentations through assumptions, premises, axioms and assertions. The author incrementally and systematically developed the CIF-CSR typology which consisted of CIF-CSR archetypes. The categorization was based upon post-inter-firm alliance nature of CSR themes, the intensity of dedication of allying firms’ CSR resources and capabilities, CSR management control, CSR process/stakeholder engagement and modular fit of inter-firm CSR initiatives. There were four types of CIF-CSR archetypes based upon post-alliance CSR control, five types of CIF-CSR archetypes based upon resource and capability committed post-alliance, four types of CIF-CSR archetypes based upon CSR process and three CIF-CSR archetypes based upon inter-firm post-alliance CSR initiatives design fit. This is one of the first scholarly works on developing an integrated CIF-CSR typology consisting of archetypes.

Purpose – The aim of this paper is to report the results of a qualitative research on heterarchical coordination within an interorganizational network in the tourism sector. Design/Methodology/Approach – The study follows the qualitative approach and case study research design. The main data collection techniques were semi-structured interviews and document analysis. Data triangulation was used to collect and analyze qualitative research data and narrative form supported the presentation of the results. Findings – The study has shown the nature, strengths and weaknesses of heterarchical coordination within the distributed inter-firm network. Based on the study, heterarchy is an appropriate form of coordination for distributed inter-firm networks with a high proportion of SMEs operating in the tourism sector. Heterarchy supports a high level of engagement of focal firms in joint activities and emergent growth of the whole community. Originality of the research – The study brings a new overview of coordination mechanisms in interfirm networks and identifies the characteristics and conditions of heterarchical coordination in a distributed cooperative network. The results of the study are useful for scholars studying business networks as well as for managers and local authorities responsible for managing and supporting inter-firm networks in tourism destinations.

Purpose The purpose of this paper is to disentangle the role of the source and recipient of knowledge in supply chain collaboration by providing evidence that the distributive capabilities of a source, working in conjunction with the absorptive capacity (AC) of a recipient, have direct and significant effects on levels of collaborative engagement between supply chain partners and indirect and significant effects on collaborative operational outcomes. Design/methodology/approach This study utilises 310 surveys and structural equations modelling to provide empirical evidence to support the significance of the source of knowledge in collaborative activities. Findings The study provides evidence for source-based knowledge transfer constructs (distributive capabilities) in supply chain collaboration. Further, this research supports these capabilities working in conjunction with recipient AC both as necessary but insufficient requirements for successful knowledge transfer. Practical implications Firm interdependence within supply chains continues to grow. In today’s environment of outsourcing and increasing levels of inter-firm activities, this research provides a parsimonious model of collaboration that allows firms to understand knowledge transfer better and how to more aptly manage these types of activities and complex relationships. Originality/value Earlier research in this domain has focussed on the abilities of a recipient firm to absorb knowledge in order to understand successful collaborative knowledge transfer. By solely focussing on the recipient firm, the role of the source of knowledge has been largely overlooked in this stream of research.

Construction firms in regional areas face considerable challenges to their competitiveness. Logistics, availability of suitable personnel, unfamiliarity with trading partners, and the tyranny of distance conspire to obstruct profitable engagement beyond their local area. Electronic information and communication technology (ICT) such as web-based project management applications and other forms of collaborative data sharing have the potential to mitigate many of these obstacles, but have yet to gain widespread acceptance, particularly by smaller regional firms who question their cost effectiveness. The attitudes of decision-makers and the impact of their decisions on intra- and inter-firm culture lie at the heart of ICT-mediated innovation. This paper presents a case study of a specialist subcontractor located in regional New South Wales and its involvement in a New Zealand project, whose competitiveness arose from using ICT to integrate its own supply chain. It also provided additional value by triggering collaboration and integration in the broader project team. The case reveals that these outcomes were symptomatic of the organisational culture of the subcontractor, and were achieved through a combination of leadership, collaboration, flexibility and pragmatism, redolent of dynamic capabilities.

China has demonstrated world leading wind energy development in the last five years which can be attributed to the fusion between its design and manufacturing strength in indigenous wind turbine industry and newly emerging wind energy industry in absorption of global best practices. An empirical analysis of China’s wind energy development trajectory over the last decade focusing on the technology sourcing from foreign firms in support of domestic players for accelerating functionality development through enhanced knowledge identification, absorption, assimilation and acclimatization was attempted. Important lessons learned include (i) importance of supply chain in the technology diffusion, (ii) effective technology acquisition and assimilation through early domestic firm engagement, (iii) effect of relevant domestic firms involvement in technology transfer partnership to induce inter-industry spillovers, and (iv) a framework for an emerging nation to develop new functionalities. Similarity and disparity with similar success of fusion in solar industry (JTMGE 3, 2) were also identified.

Humane entrepreneurship postulates an innovative strategic posture assuming that entrepreneurs should concomitantly focus on the enterprise, the human and the societal cycles of the firm to achieve organisational excellence. Scholars have stressed the economic and societal gains triggered by humane entrepreneurship. However, little is known about its implications for work–life balance (WLB). The article fills in this gap, shedding light into the dark side of humane entrepreneurship on the entrepreneurs’ ability to handle the interplay between work and life. Adopting a humane entrepreneurship posture negatively affected the ability to achieve a WLB, paving the way for work-to-life conflicts. Work engagement and subjective well-being moderated the side effects of humane entrepreneurship on WLB. Tailored initiatives are required to address the overlapping between work and life generated by humane entrepreneurship. Inter alia, employees’ empowerment and the improvement of organisational culture are needed to foster the effective implementation of humane entrepreneurship.

PurposeThe purpose ofthis study is to synthesise the findings of existing research on brand-related user-generated content (UGC) in the context of fashion retail and to come up with future research directions.Design/methodology/approachA systematic literature review of 33 research papers, selected using well-defined criteria, was done. Further, the thematic analysis identified underlying themes and their inter-linkages.FindingsThe inter-linkages of 12 emergent themes were showcased in the form of a causal-chain conceptual framework, highlighting antecedents, mediators, moderators and consequences.Research limitations/implicationsFuture research involves six directions, and researchers should empirically test out the proposed conceptual framework and take the given research directions forward.Practical implicationsRetailers should understand UGC motivators to launch targeted campaigns to amplify UGC with firm-generated content and increase overall engagement and sales of a brand.Originality/valueFirst, this study fills the gap of missing synthesis of existing studies on UGC about fashion retail by analysing the publication distribution, paper types, data collection tools and techniques and data analysis methods. Second, the authors have proposed a causal-chain conceptual framework based upon thematic analysis of the research literature. The emergent themes touch upon three crucial aspects of marketing on enabling technology, consumer behaviour and marketing tactics. Finally, the academic contribution of this study lies in coming up with six vital research agenda for future research.

Purpose – The purpose of this paper is to discuss the importance of a coordinated marketing and operations strategy in goods and service producing business organizations. Customer engagement and co-production are imperative service delivery considerations, and therefore an aligned marketing and operations strategy is essential for the formulation, development, and effectiveness of managerial decisions especially for service sector firms. Design/methodology/approach – The authors present arguments in support of this paper's primary objectives by reviewing past research that have introduced theoretical frameworks, empirical support and applications in support of the close coordination between marketing and operations strategy. The paper then describes how the inter-relationship between marketing and operations strategy impacts several managerial decisions. Findings – The paper discusses several different types of managerial decisions within goods and service producing firms that require active interaction between marketing and operations. These decisions include aligning strategic priorities, new product development, service design, and experience design. Research limitations/implications – This paper is primarily theoretical and therefore does not include any new empirical data. Practical implications – The inter-relationship between the marketing and operations functions is well known to practicing managers. However, they may not have a specific understanding of the academic research described in this paper that shows how firm performance can be further improved by better managing these interactions for specific managerial decisions. Originality/value – This paper is theoretical and provides a comprehensive review of literature and a compelling argument for including marketing and operations strategy in the corporate executive suite. Therefore, this paper should be of interest to researchers and practitioners interested in the functional areas of marketing, operations, and strategy for service organizations.

With the development of society and the improvement of environmental consciousness, the performance of corporate environmental responsibility (CER) has elicited increasing attention in recent years. In previous studies, the exploration of the antecedents of CER is far less evident than the exploration of its results, and only few studies have investigated what determines CER engagement from the perspective of supply chain concentration (SCC). Using data from 2413 firms in China from 2013 to 2019, our study uses the fixed effect model and performs multiple robustness tests to examine the impact of SCC on the fulfillment of CER, its transmission mechanism, and the moderating role of technology uncertainty (TU). Empirical results show that SCC has a pivotal negative impact on CER performance, wherein both supplier concentration (SUP) and customer concentration (CUS) are detrimental to CER performance. Further mechanism analysis shows that such negative effect can be explained by the adverse effect of SCC on the operating cash flow (OCF), in which OCF has a partial mediating effect. Moreover, the negative impact of SCC on CER performance is more significant when the uncertainty of firms’ technological environment is stronger. Our study opens the transmission “black box” between SCC and CER performance and incorporates the behaviors of firms, inter-firm relationships, and environmental factors into the same research framework, and provides a theoretical guidance for management practices.

Purpose Increasing environmental uncertainty, more demanding customers, rapid technological growth and rising capital costs have all forced firms to evolve from collaborating with buyers and suppliers to collaborating with their competitors and that is called coopetition. The purpose of this paper is to better understand the antecedents and outcomes associated with coopetition. Design/methodology/approach Building from the existing literature and three theoretical foundations, resource-based theory, resource dependence theory and game theory, the authors develop a model showing the antecedents and outcomes of coopetition and associated propositions of coopetition. Using a semi-structured interview process of 21 industry executives, the authors offer empirical support for the proposed coopetition model and propositions. Findings Firms are increasingly dependent on the knowledge and expertise in external organizations to innovate, solve problems and improve supply chain performance. This research suggests that there is a value for firms to consider coopetition as a part of their inter-firm strategies. Research limitations/implications The semi-structured interview process used in this research provided a wealth of information and executive experiences in coopetition. The interviews, however, only provide a single perspective of collaborative engagements with competitors. Multiple perspectives of each project would add value to this research. Originality/value Collaboration among buyers and suppliers have been well researched; however, there has not been as much research on coopetition. This research provides a new area for future research for academics and offers suggestions for managers to improve the effectiveness and efficiency of their coopetition projects.

The thesis tries to evaluate the relational dynamics of an inter-organizational business network relationship. To do this, first, a review of extant literature was employed, and results showed that the field is however emerging slowly and its widespread is largely dominated by scholars from the UK, US, and Italy amongst other countries, respectively. The result of the study also indicated there is a large concentration on the management of the innovation ecosystem was carried out than on other aspects (i.e., the network antecedents, and performance research) informing the agenda for future agenda. In the second paper, we conduct an empirical study case study design to investigate the development of the relational capabilities of local Italian SMEs business networks. The results of the study demonstrate critical determinants enabling the development of network relational capabilities. The findings also suggest that organizing for inter-firm engagement in a business network context, positively influenced network performance over time. For the third paper, an empirical study of institution-based trust-building in an inter-firm innovation ecosystem was investigated. Using a sample from SMEs relationships from KM region of The Gambia, results show that institutional trust-building practices (i.e., openness, reliability, similarity) significantly have a positive effect on innovation performance. Furthermore, the relational risk was found to significantly mediate the effects of trust in institutional openness, similarity, and reliability on the innovation performance of SMEs alliance. In addition to these findings, the study also established that institutional trust-building practices differ greatly by the size of the enterprise (small vs medium). Finally, the last chapter tries to examine the collaborative value practices of cause-based social entrepreneurship alliance. We investigate key drivers of value creation in such an alliance using a longitudinal case study design involving Italian businesses that make up this alliance. The study findings suggest that cause-based alliances differ from other business relationships due to the social mission of the alliance and the orientation of partners to a specific social cause. However, over time involved firm may pursue commercial interests. Our results provide one of the first studies on the emerging phenomenon of a cause-based social alliance. It contributes to the literature on social entrepreneurship and its intersection with inter-organizational business relationship literature. These findings inform and guide practitioners about the motivations and drivers of such alliances.

AbstractUnder the inspiring and aspiring title: Paving the way for pushing and pursuing a “one for all, all for one” triple transition: social, green, and digital: The Three MuskEUteers, a group of remarkable co-authors and contributors have developed radically new forward-looking visions, principles, approaches, and action recommendations for an attuned indivisible social, green, and digital transition.The triple transition is aimed at helping humanity gather around a life-sustaining purpose, as opposed to life-destroying one in terms of wars of all kinds (military, economic, political, etc.); nature decay and wreckage (carbon footprint, plastic pollution, soil poisoning, etc.); human alienation (favelas, homeless persons, refugee camps, child malnutrition, poverty, exclusion of any kind); and geographic imbalances with empty rural spaces and overcrowded megacities (creating difficult access of rural and/or remote population to care, health, and other essential services; difficulty of urban population to contact with natural environments).The work highlights the urgent need to speed up a third social transition (Within this social transition dimension we understand the socio-cultural scope as any social shift implies a cultural transition and vice versa, with its very deep implications.), in addition to the green and digital transitions more widely recognised by the international community. Innovation, or a European industry-led twin transition aiming for climate neutrality and digital leadership, cannot be supported without a firm, responsive, responsible social and environmental engagement. Neither is it possible to tackle a JUST triple transition which is not firmly rooted in worthwhile human development, underpinned by the Sustainable Development Goals. And none of these transitions can go separately and/or isolated; they all need to intertwine around the notion of (more, firmer, and determined) just transition.European society is presented as a huge “co-laboratory” for this “all for one, one for all” boundaryless triple transition to respond to the urgent radical changes demanded by humanity and by the planet. The chapter proposes a radically new vision to pursue a non-explored transformative way to ideate, design, develop, and deliver science, innovation, and collaboration through experimentation and learning, and throughout multi-stakeholder engagement from the n-helix spectrum. It proposes systemic innovation tactics for the “how” (green, techno-digital), for the strategic “what” (green, social), for the purposeful “why” (green, social), and for the operational “how best” (green, social, techno-digital) within the governing principles of eco-centric society. This encompasses: Courageous goal-aligned alternatives, as a shift to new (yet ancient) principles of eco-centric rather than ego-centric behaviour. The adoption of a “complex system mind-set” to build up dynamic, context-sensitive, and holistic approaches to co-design mission and purpose-driven actions, outcomes, outputs, and no-harm impacts. The ignition of the transformative capacity of all forms of collaboration (international, interdisciplinary, intersectoral, intergenerational, inter-institutional, inter-genders) vs hierarchy as alternative governance and distribution models to overcome the unjust and unsustainable biased status quo within evolving, adaptable, flexible, and transformational n-helix ecosystems. The Three MuskEUteers, deeply anchored in European values (human dignity, freedom, democracy, equality, rule of law, and human rights), will pave the way and drive humanity towards the achievement of the ambitious, but achievable, targets of the United Nations 2030 Global Agenda, the Sustainable Development Goals.Europe can be the initiator of co-laboratory experiments where social change drives the “all for one, one for all” dream into transforming this three-prong transition into possible real good ecosystems working.