Managing interaction for learning and value creation in exchange relationships
Firms create value by establishing and maintaining appropriate exchange relationships. However, beyond the generally recognized importance of trust and commitment, there is a lack of specific cues as to how such value creation can be managed. In an attempt to gain more insight this study examines the success formulas in three different types of interactions in exchange relationships. The purpose is to investigate how different types of interactions can be managed so that buyer firms make important contributions to the development of their suppliers' capabilities. The study empirically examines how inter-organizational management facilitates value creation in three different types of interactions in exchange relationships: unilateral learning, unilateral development, and bilateral learning. This study uses a partial least squares analysis (PLS) to analyze survey data from 142 exchange relationships in the seafood industry. The main contribution to the literature is the assessment of how various types of inter-organizational management promote value-creation initiatives (such as information supply and coaching), and ultimately, value creation.
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- Boyle, Brett A. & Dwyer, F. Robert, 1995. "Power, bureaucracy, influence, and performance: Their relationships in industrial distribution channels," Journal of Business Research, Elsevier, vol. 32(3), pages 189-200, March.
- Bello, Daniel C. & Lohtia, Ritu & Dant, Shirish P., 1999. "Collaborative Relationships for Component Development: The Role of Strategic Issues, Production Costs, and Transaction Costs," Journal of Business Research, Elsevier, vol. 45(1), pages 15-31, May.
- Chetty, S. & Eriksson, K., 2002. "Mutual commitment and experiential knowledge in mature international business relationship," International Business Review, Elsevier, vol. 11(3), pages 305-324, June.
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