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Traversing between the arcs of environmental collaboration: Implications for dyadic environmental performance

That environmental sustainability is an important ethical issue for firms is an irrefutable fact. Proactive firms are increasingly tackling environmental problems through environmental collaboration with supply chain partners. Going above and beyond the current environmental expectations and collaboratively engaging in sustainability initiatives with partners signals the highest ethical standard of a firm. Additionally, product design that incorporates sustainability concerns is also a key step in this direction. Therefore, drawing on the well-known “arcs of integration” framework, the different configurations of supply chain environmental collaboration and their effect on dyadic environmental performance are investigated. Subsequently, we also assess the moderating effect of product stewardship on this relationship. We argue that dyadic environmental performance will be different across the five different configurations of supply chain environmental collaboration. Our results indicate that outward-facing environmental collaboration performs the best regardless of the level of product stewardship. Interestingly, a higher level of product stewardship requires a deeper environmental collaboration with suppliers rather than customers when it comes to dyadic environmental performance.

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Channeling influence: The impact of downstream salesperson solution orientation within a business-to-business channel

Upstream manufacturers selling through downstream multi-line dealers are tasked with motivating dealer salespeople to sell their products rather than competitive products. To do so, they often attempt to reduce dealer salespeople's perceived risk by sending personable representatives into the field, showcase the quality of their products, and/or increase dealer salespeople's familiarity with the products; however, these costly and time-consuming tactics may be for naught if downstream dealer salespeople are solution oriented when searching for and proposing products of the highest value to a unique customer. Thus, the extent to which salespeople are solution oriented alters the impact of manufacturers' tactics toward increasing dealer salespeople's effort. The findings of this three-source, multi-level study reveal that dealer salespeople's solution orientation has nuanced effects on the ability of upstream manufacturer tactics to influence their focused effort. More specifically, there is a negative interaction effect between salesperson solution orientation and both liking of a manufacturer field representative and manufacturer product quality on a salesperson's focused effort. However, there is a positive interaction effect between salesperson solution orientation and familiarity with a manufacturer's products on a salesperson's focused effort. In turn, a salesperson's focused effort directly affects both objective and subjective performance measures.

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The balancing act: Organizational agility in fast-growing international ventures

Organizational agility (OA) is a prominent strategic goal considered to be a key to success, especially in conditions of volatility, uncertainty, complexity, and ambiguity. In this paper, we flip the dominant research focus, that is, how to build or how to transform towards OA, to the under-investigated topic of how to maintain and weave it into the fabric of an organization. We draw on data from eight fast-growing B2B ventures that operate internationally. These companies may be considered revelatory for the study of OA, given that they outperform despite the inherent uncertainty and the liabilities of their new business, the complexity arising from a volatile international environment, and the internal turbulence resulting from their fast growth.We build on a paradoxical lens to understand whether and how OA assists in engaging with alternative strategic demands – e.g. stability and change, local and global demand, short- and longer-term horizons, and respective resource allocation- that arise from their external and internal environment.Theoretical contributions lie in a reconceptualization of OA that is ‘future-fit’ and supports fast growth over the long term, in a better understanding of growth drivers in entrepreneurial ventures, and with the identification and resolution of paradox in a new – fast-growth - context. For management practice, we offer advice regarding where and how to develop agility to continuously benefit from the ability to respond to internal and external change and avoid tensions in the future.

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