Abstract
This conceptual article analyzes and connects theory to the practice of a novel inter-organizational form we call the transient collaboration network or TCN approach. Field observations in China suggest that emerging entrepreneurs enter into collaborations with supply chain partners under very different mindsets regarding interorganizational relationships, trust, collaboration and long-term expectations from traditional supply network practices. Briefly, these organizations cannot themselves build all resources needed for competitive advantages in volatile business environments. These entrepreneurs develop the TCN approach to allow their organizations to achieve full potential to locate and access the right resources at the right time through trusted collaborations in these dynamic or turbulent business environments. This paper analyzes principles that govern TCN interactions through the lens of Structural Contingency Theory, as extended to the inter-organizational level. Propositions explain how relations between structures and contingencies affect inter-organizational collaborative performances, and suggest how the TCN approach may be applicable to supply chain networks in general.
Highlights
Is there a distinctively Chinese-style approach toward supply chain management in China, and if so, how does it operate, and how may the study and practice of supply chain management as a field benefit from understanding this approach? Our field observations determine that Chinese managers typically organize and conduct supply chain management within the context of mind-sets that markedly differ from those found among Western managers regarding inter-organizational relationships, trust, collaboration and long-term expectations
We found that this approach, which we refer to as the transient collaboration network or TCN approach, appears to be suited to companies seeking to build sustained competitive advantages in dynamic or turbulent environments
We examine how organizations that engage in new product development (NPD) and innovation research efforts can make the use of TCN meta-organizations to meet performance challenges
Summary
Is there a distinctively Chinese-style approach toward supply chain management in China, and if so, how does it operate, and how may the study and practice of supply chain management as a field benefit from understanding this approach? Our field observations determine that Chinese managers typically organize and conduct supply chain management within the context of mind-sets that markedly differ from those found among Western managers regarding inter-organizational relationships, trust, collaboration and long-term expectations. Building on the above discussions, an increase to task uncertainty can benefit joint efforts because it will create or allow more choice or options for collaborations As a result, it serves to improve overall TCN meta-organizational performance. The presence of additional coordination resources means that members in a TCN meta-organization can have more choices of coordination hub partners, and increase their possibilities to create different sets of collaborations to work on opportunities. The focal meta-organization may salvage some collaborative opportunities from those members by still keeping them on its roster This leads to our final proposition; P4: A multiple membership structure decreases TCN metaorganizational resources utilization and reduces its performance, negatively moderated by external environment competitiveness
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of Entrepreneurship & Organization Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
