Inter-company Relationships Research Articles

Transparency Culture and Financial Communication

The inter-company relationships are affected significantly by the information flows activated by the various players. The fact that a large number of relationships can be essentially ascribed to the sharing of part of the financial risk highlights the crucial role of financial communication. Financial communication can be an intangible asset of primary importance for corporate development. The achievement of such a goal requires the revision of rules and conduct to obtain messages in true accordance with proper financial corporate principles of truthfulness, clarity, and especially, transparency. Transparency is an essential requirement for the continuous refining of the convergence between management and information content, and the clarity of the documents periodically transmitted outside. Transparency should facilitate the establishment of a unitary, consistent system of conduct and messages focused on corporate financial dynamics.

Supply Chain Relationships: Making the Transition to Closer Integration

The development of closer relationships in supply chains is investigated from a change management perspective. Based on theory and previous research, five critical elements of the interaction process between parties in the supply chain are identified. Specifically, these elements relate to the interface between organisation-internal processes and the inter-company relationship transformation. A case study focusing on the relationship transformation process of a retailer and 40 of its suppliers is used to explore these elements empirically. Drawing upon the insights gained, a framework is developed encompassing the most important areas for advancing the state-of-practice and for guiding further research.

Future Inter-Company Relationship for New Product Developments

Future Inter-Company Relationship for New Product Developments

Partnership among Finnish manufacturers

This paper discusses the development of supplier networks and supplier-customer relationships among Finnish manufacturers, based on several case studies. The purpose of the paper is to add to the body of knowledge of intercompany relationships, and to point out additional issues for further discussion. The findings of the study show that there has been a significant shift towards stable, commitment-based supplier-customer relationships among Finnish manufacturers. The supplier structure identified could be described as a horizontal network rather than hierarchical tiers. The management of the material and information flow both in the network and within companies appears to be essential for the success of partnerships.