The relevance of relational capabilities in collaborative decisions

Abstract

PurposeThis study aims to focus on inter-firm collaboration, exploring the main capabilities that can make a business more or less open to collaboration; it also considers the role of both firm-specific and relationship-specific capabilities. The paper proposes a model that can be used to study how the combination of the two categories of capabilities determines a firm’s approach to collaboration.Design/methodology/approachThrough a survey of high-end hotels in tourist destinations in Italy and the USA, this paper tests variable connected with firm-specific and relationship-specific aspects, using confirmatory factor analysis.FindingsFirms with greater capabilities are less open to cooperation; weaker firms with fewer resources appear to be more inclined to cooperate, probably to gain access to resources and competencies they do not possess.Research limitations/implicationsFrom a scientific perspective, this paper suggests an analysis based on both individual and relational capabilities when deciding whether to collaborate, while most studies based on a relational view just consider relational capabilities. The study could be enlarged to other countries and contexts.Practical implicationsFrom a practical perspective, it indicates the importance of accounting for different and sometimes diverging aspects when deciding to cooperate.Social implicationsIn terms of social implications, it shows that, apart from the relational capabilities they have, potential partners can decide not to collaborate.Originality/valueThe paper suggests a method of analyzing both individual and relational capabilities when deciding whether to engage in a collaboration. It shows that firms’ behavior does not necessarily depend on the firm’s relational capabilities.