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Relational architecture and relational capability: organisational levers to support strategic supplier relationships

Author

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  • Gregory M. Magnan
  • Marc Day
  • Carola Hillenbrand
  • Stanley E. Fawcett

Abstract

The resource-based view of strategy suggests that competitiveness in part derives from a firm's ability to collaborate with a subset of its supply network to co-create highly valued products and services. This relational capability relies on a foundational intra and inter-organisational architecture, the manifestation of strategic, people and process decisions facilitating the interface between the firm and its strategic suppliers. Using covariance-based structural equation modelling we examine the relationships between internal and external features of relational architecture and their relationship with relational capability and relational quality. This is undertaken on data collected by mail survey. We find significant relationships between both internal and external relational architecture and relational capability and between relational capability and relational quality. Novel constructs for internal and external elements of relational architecture are specified to demonstrate their positive influence on relational capability and relationship quality.

Suggested Citation

  • Gregory M. Magnan & Marc Day & Carola Hillenbrand & Stanley E. Fawcett, 2017. "Relational architecture and relational capability: organisational levers to support strategic supplier relationships," International Journal of Procurement Management, Inderscience Enterprises Ltd, vol. 10(3), pages 267-289.
    • Handle: RePEc:ids:ijpman:v:10:y:2017:i:3:p:267-289
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