Knowledge-sharing Routines Research Articles

Strategic partnerships for AI-driven drug discovery: The role of relational dynamics.

Artificial intelligence-driven drug discovery (AIDD) companies hold significant promise for transforming pharmaceutical development, yet little is known about how they manage partnerships with established pharmaceutical firms. To address this research gap, our study explores how AIDD companies develop and leverage relational capabilities to enhance collaboration effectiveness. Through a case study approach, we focus on four key relational aspects: identifying complementary capabilities, establishing effective governance mechanisms, creating relationship-specific assets, and developing interfirm knowledge-sharing routines. Our findings demonstrate that particularly effective governance of intellectual property is essential for partnership success. We offer actionable recommendations for AIDD companies to strengthen collaborations, thereby contributing to the realization of AI's potential in drug discovery.

How can a buying company develop a Toyota-style supplier network while its lean capabilities are still evolving?

PurposeToyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their lean capabilities are still evolving.Design/methodology/approachTheoretically, this paper relies on the literature on lean maturity levels and lean supplier network development. Empirically, the paper portrays a Toyota-style initiative, detailing the buyer’s efforts to develop internal lean capabilities concurrently with developing lean in its supplier network. It compares the Network for supplier innovation (NSI) initiative with TSN development regarding activities, organizations and knowledge-sharing routines.FindingsUnlike the sequential development in the case of Toyota, NSI improved performance and capabilities in the buyer’s supplier network by implementing lean in the firm and its supplier network concurrently. Third-party involvement was the key to the initiative’s success.Research limitations/implicationsThe findings are based on an in-depth single-case study which allows theoretical generalization but not statistical generalization. Furthermore, the case study concerns an initiative with Norwegian firms during a financial recession. Future studies should consider these limitations on how firms with evolving lean capabilities can develop a TSN-style supplier network and the importance of involving third parties operating in the role of lean master.Practical implicationsThis study suggests what buying firms should consider when designing a TSN initiative, enrolling suppliers and engaging third parties that can take on the role of lean master.Originality/valuePrevious research has focused on how mature lean firms develop lean suppliers and networks. This paper extends this to firms whose lean capabilities are still evolving.

An analytical method for investigating multi-tier sustainable supply chains: simplifying the complex

Multi-tier sustainable supply chain relationships (MSSCR) are complex with involvement of multiple organisations, practices, objectives, and interconnectivities. These complexities make it difficult to effectively study MSSCR using traditional empirical statistical correlative research. In MSSCR the relationship between the focal firm and sub-supplier may be affected by the relationship between the focal firm and direct-supplier, and the relationship between the direct-supplier and the sub-supplier. This paper introduces a research methodology, based on K-Means clustering, rough set theory, and cluster membership to investigate complex relationships across multi-tier sustainable supply chain triads. Collaborative advantage variables including knowledge-sharing routines, relation-specific investments, complementary capabilities, effective governance mechanisms, and long-term commitment are conceptually presented to evaluate relationships among MSSCR practices and sustainability performance. Insights for practitioners and researchers are provided. Research insights can be gained by analytically providing alternative explanatory and equifinality relationships amongst variables and multi-pair organisations. The methodology can mitigate the endogeneity problem, such as omitted factors (variables), measurement error, even in small sample data situations. Directions for future research are discussed.

Knowledge management in offshoring innovation by SMEs: role of internal knowledge creation capability, absorptive capacity and formal knowledge-sharing routines

PurposeIn spite of the increased attention on knowledge management processes as important variables for firms to generate performance benefits within supply chain literature, little is known about how these variables could impact offshoring innovation (OI) relationships held by small and medium-sized enterprises (SMEs). Considering their growing importance, this study aims to investigate the interplay between the internal knowledge creation capability, absorptive capacity and formal knowledge routines in attaining OI performance benefits for SMEs.Design/methodology/approachGrounded in the knowledge-based view theory, this study forwards various hypotheses between the variables of interests. The authors test the hypotheses using survey data collected from 200 European SMEs that engage in offshore supplier relationships.FindingsThe findings suggest that internal knowledge creation capability is positively associated to absorptive capacity. Not only is absorptive capacity positively associated to OI performance outcomes but it also positively mediates the effect of internal knowledge creation capability on OI performance. Additionally, formal knowledge-sharing routines negatively moderate the relationship between absorptive capacity and OI performance.Originality/valueThis study contributes to the supply chain as well as SMEs innovation literature by empirically showing that through enhanced internal knowledge creation capability, absorptive capacity goes beyond merely accessing and assimilating the supplier’s knowledge to achieve innovation gains. The results suggest that to succeed in gaining knowledge and subsequent performance benefits within OI, it is essential for SMEs to create and retain knowledge internally.

A Dynamic Relational View of Cross-Sector Collaborations

In this paper, we question how some of the taken-for-granted assumptions from the interorganizational alliance literature apply for collaborations between hybrid partners – i.e., actors with distinctive institutional logics – and that inherently generate positive externalities. Specifically, we look at how the dynamic relational view (Dyer, Singh, & Hesterly, 2018) applies to cross-sector collaborations (CSCs) – i.e., associations between nonprofit, for-profit, and/or public organizations. We offer a framework that details how these hybrid associations’ intrinsic characteristics affect some assumptions of the dynamic model. First, we show that, besides the interdependence of the partners’ resources, both the actors’ different institutional logics and the collaborations’ emphasis on tackling social issues also influence the collaborations’ governance choices. Second, we propose that, for many CSCs, the interdependence and the nature of the partners’ assets will not be the critical factor in deciding the initial investments on either relation-specific assets or knowledge-sharing routines. Instead, the prevalence of an institutional logic will be more relevant to determine these investments. To conclude, we argue that the cross-sector collaborations’ intrinsic characteristics can also accelerate, delay, or compromise the future investments in these sources of competitive advantages and the development of informal governance mechanisms, both critical to creating relational rents. Altogether, we develop a model that provides a temporal explanation for how the nature of cross-sector collaborations affects the development of their drivers of competitive advantages and the generation of relational rents.

A Portfolio Approach to Understanding Performance Implications of Repeated Alliance Ties

Prior studies have been largely split on the link between repeated alliance ties with the same partner and subsequent firm performance. Some studies suggest that repeated ties merely result in redundant learning and knowledge convergence, while others focus on the establishment of inter-firm routines that facilitate knowledge exchange. To reconcile these perspectives, we focus on the relative characteristics of a partner vis-à-vis other partners within the firm’s alliance portfolio. We argue that repeated ties with a relatively unique and capable partner can provide non-redundant learning and motivate the focal firm to allocate more resources to build effective knowledge-sharing routines. Conversely, repeated ties with a relatively less unique and less capable partner can have the opposite effect, thereby dampening subsequent firm performance. Using data on repeated technology alliance ties formed between U.S. firms from 1990-2000, we find support for our arguments that the link between repeated ties and the firm’s post-alliance innovative performance hinges on the relative technological uniqueness and capability of the partner. This study has implications for research on repeated ties and alliance portfolios.

Factors influencing swift and effective resolution of supplier problems

PurposeHow might an organization swiftly resolve supplier problems such that the issue does not reoccur? The purpose of this study seeks to understand the impact of different knowledge-sharing routines on measures of effective problem resolution.Design/methodology/approachData are collected from an automotive manufacturer's (buyer) database. A hierarchical linear model analyzes dyadic data collected from 155 problems across 24 suppliers.FindingsThis study reveals that different ways of communicating have differing impact on measures of effective problem-solving. Communication involving face-to-face interaction slows the process, whereas frequent communication can lead to swift resolution. Furthermore, management teams are more likely to lead to a “better” fix in that these teams are more likely to implement changes in the process or product.Research limitations/implicationsThe data are for a tier-one automotive supplier. Hence, the findings are limited by the extent to which other organizations may differ.Practical implicationsThe results provide insights for managers experiencing supply issues. Some forms of communication should be encouraged as they enhance the process. Moreover, the findings suggest there are consequences to pressuring a supplier to resolve a complaint quickly.Originality/valueVery few researchers can claim to have investigated observed collaborative mechanisms that occur between a buyer and its suppliers when resolving a problem. This research adds to the literature on the relational view theory as it applies to supply chain management and problem resolution.

Transforming provider-customer relationships in digital servitization: A relational view on digitalization

Digitalization is viewed as a source of future competitiveness due to its potential for unlocking new value-creation and revenue-generation opportunities. To profit from digitalization, providers and customers tend to move away from transactional product-centric model to relational service-oriented engagement. This relational transformation is brought about through digital servitization. However, current knowledge about how providers and customers transform their relationship to achieve benefits from digital servitization is lacking. This paper addresses that knowledge gap by applying the relational view theory to a study of four provider-customer relationships engaged in digital servitization. The results provide evidence for four relational components – complementary digitalization capabilities, relation-specific digital assets, digitally enabled knowledge-sharing routines, and partnership governance – that enable providers and customers to profit from digital servitization. A key contribution is the development of a relational transformation framework for digital servitization that provides an overview of how the four relational components evolve as the relationship progresses. In doing so, we contribute to the emerging servitization literature by offering key relational insights into the interdependence of activities throughout the transformation phases of provider-customer relationships in digital servitization.

Factors Affecting the Offshore Deployment of Interorganizational Systems in China: A Case Study Analysis

ABSTRACTBecause of the significant market potential in China, many international enterprises are moving their production line to China. Accompanying production offshoring is the shifting of information systems to ensure that the production processes remain efficient and effective both at home and abroad. However, many enterprises encounter problems while deploying offshore information systems in China, especially when the systems are interorganizational systems (IOS) that span organizational boundaries and involve the management of relationships among participants. Therefore, this paper aims to identify critical success factors of offshore interorganizational systems in China through a case study of a supply chain relationship based on an e-procurement system between a Taiwanese personal computer manufacturer and its Chinese partners. Although this system had been well used by Taiwanese users, the performance of this system in China was relatively unsatisfactory in terms of grant complaints from Chinese users. Based on the relational view of the firm, four IOS-specific relational factors are proposed and examined: (1) IOS-specific assets, (2) IOS knowledge-sharing routines, (3) system complementarity, and (4) IOS governance. The case analysis reveals that effective IOS governance most strongly affects the results of offshoring in China, whereas system complementarity has the least influence.

The impact of firms’ social media initiatives on operational efficiency and innovativeness

Social media have been increasingly adopted for organizational purposes but their operational implications are not well understood. Firms’ social media initiatives might facilitate information flow and knowledge sharing within and across organizations, strengthening firm-customer interaction, and improving internal and external collaboration. In this research we empirically examine the impact of social media initiatives on firms’ operational efficiency and innovativeness. Taking the resource-based view of firms’ information capability, we consider firms’ social media initiatives as strategic resources for operational improvement. We posit that firms’ social media initiatives enhance dynamic knowledge-sharing routines through an information-rich social network, leading to both operational efficiency and innovativeness. Collecting secondary data in a longitudinal setting from multiple sources, we construct dynamic panel data (DPD) models. Based on system generalized method of moments (GMM) estimation, we show that firms’ social media initiatives improve operational efficiency and innovativeness. We identify the importance of an information-rich social network to the creation of knowledge-based advantage through firms’ social media initiatives, and discuss the theoretical and managerial implications from the perspective of operations management.

Types of embedded ties in buyer-supplier relationships and their combined effects on innovation performance

Purpose– This paper aims to analyze the impact of three types of embedded ties, namely, specialized complementary resources, idiosyncratic investments and knowledge sharing, on the innovation capacity of firms. It also examines the particularities of the machine-tool industry.Design/methodology/approach– The evaluation of the embedded buyer-supplier ties is based on the potential sources of relational rents proposed by Dyer and Singh (1998). It also draws on Uzzi and Lancaster (2003) and Noordhoffet al.(2011), among others, to discuss the positive and negative aspects of embedded ties. Using data from a survey of 202 European machine-tool firms acting as buyers and sellers, the study proposes and evaluates a structural equation model.Findings– Only knowledge-sharing routines exert a significant positive effect on product innovation performance. Neither an increase in idiosyncratic investments nor in complementary resources and capabilities enhances innovation performance. Moreover, knowledge-sharing routines mediate in the effect of idiosyncratic investments on innovation performance.Research limitations/implications– The machine-tool industry has unique characteristics that make generalization difficult. There is also considerable difficulty associated with testing the interrelations among these embedded ties in greater depth in the long run. It is plausible to consider that these interrelations operate within a gradual process.Originality/value– This research contributes to a better understanding of the role of embedded ties on innovativeness. To the best of the authors’ knowledge, no previous international empirical research has been published analyzing the mediation effects among specialized complementary resources, idiosyncratic investments and knowledge sharing, and their effects on the innovation capacity of firms.

Multi-Stakeholder Partnerships for Sustainability: A Relational View of Structure to Outcomes

The prevalence and complexity of sustainable development challenges around the world is calling for coordinated action from actors in the private, public, and civil society sectors. In response to this pressure, partnerships that embody inclusivity and heterogeneity are emerging as a way forward. These partnerships build capacity by leveraging the diverse perspectives and resources of multiple partners representing all three sectors. An emerging agenda in cross-sector research is to understand partnership-level structures and outcomes of cross-sector social partnerships. This article uses relational view to understand the impacts of relational structures with the subcomponents, knowledge-sharing routines and shared governance in multi-stakeholder partnerships. Our mediation analysis of ninety- four sustainability focused multi-stakeholder partnerships shows that, the structural subcomponents, communication and renewal, can establish relational links that facilitate knowledge exchange and learning which re...

Subjective trust and perceived risk influences on exchange performance in supplier–manufacturer relationships

Theoretical and empirical contributions to relational exchange literature are offered by examining subjective trust and perceived risk in supplier–manufacturer relationships by using a relational view framework. The study explores the theoretical proposition that subjective trust and perceived risk in supplier–manufacturer relationships impact on exchange performance through the mediating effects of four relational rents sources: asset specificity, knowledge-sharing routines, resource-capabilities complementarity and effective governance. Data from a sample of fashion industry dyadic relationships, using a structural equation model, provides general support for the hypotheses. The results indicate that subjective trust and perceived risk are related constructs and play different roles in affecting exchange performance. The findings highlight the critical role played by asset specificity, knowledge-sharing routines and effective governance mechanisms as mediators in subjective trust and perceived risk relationships with exchange performance.

Collaborative manufacturer-distributor relationships: the role of governance, information sharing and creativity

Purpose – This paper seeks to report the results of a study examining the effects of manufacturer-distributor relationships' governance structures (market governance, third-party enforcement of agreements and self-enforcing governance modes) on the distributor's willingness to collaborate with the manufacturer. Design/methodology/approach – To test the hypotheses, survey data were gathered from 224 wholesalers from the food and beverage industry in Spain. Manufacturer-distributor collaboration refers to the possibility of sharing strategic information and encouraging creativity. Regression analyses illustrate the differences in the distributor's willingness to collaborate with the manufacturer under different governance scenarios. Findings – The study illustrates that the greater the skill of the manufacturers and distributors in developing self-enforcing governance modes (e.g. bilateral formal safeguards and bilateral informal safeguards) that complement third-party enforcement of agreements (e.g. legal contracts), the greater the willingness of both to share strategic information and creativity will be. Furthermore, this investigation delineates the moderating effect of opportunism on the relationship between governance and the distributor's willingness to collaborate with the manufacturer. Finally, the results show that the distributor's willingness to share strategic information has an inverted-U relationship with creativity and innovation development in manufacturer-distributor relationships. Practical implications – The study's findings allow firms to concentrate their efforts on the most relevant governance structures that minimize transaction costs and provide incentives to develop collaborative manufacturer-distributor relationships and create value for the customer. Originality/value – The research acknowledges the multidimensional nature of collaboration and goes deeper into the need to share strategic information (external and internal strategic information) and the factors that compose the generation of creative ideas in the manufacturer-distributor relationship (knowledge-sharing routines, learning orientation, open-mindedness and management support). Additionally, although research on collaborative distribution channel practices has advanced over the past decades, the importance of governance structures to the development of collaborative practices has not been firmly established. The paper addresses this void in the literature by reporting the results of an empirical study examining manufacturer-distributor collaborations within the food and beverage industry in Spain.

Cooperative strategy in supply chain networks

Firms require strategic action to successfully respond to competition within their supply chain networks. The supply chain network is a complicated network model, and its specific context depends on the relationships among the network members. Developing a strategy under these circumstances is not straightforward and must proceed through a series of systematic analyses. The purpose of this paper is to provide strategy development for a firm within a supply chain network. To develop these strategies, this study first classifies supply chain networks as being one of four types, defined by the role of the focal firm relative to its suppliers and buyers: (1) upstream network dominance, (2) focal firm dominance, (3) focal firm obedience, and (4) downstream network dominance. Once the types are defined, the context of each type is further analyzed at the upstream level, the focal firm level, the downstream level, and the network level. These context analyses offer a more detailed understanding of each network's environment. But two questions remain to be answered: what are the sources of advantage in a network environment? And how does one develop a strategy in these complex network environments? The relational view (Dyer & Singh, 1998) provides strong theoretical support for these two questions. Utilizing the relational view and the context analyses, our study develops a focal firm strategy for both upstream and downstream in a supply chain network in the following areas: relation-specific assets, knowledge-sharing routines, complementary resources and capabilities, and network position.

Investigating competitive advantage in industrial networks

The present paper illustrates the importance of inter-firm relations in innovation oriented networks of OEMs and semi-finished product suppliers. Particularly in the automotive industry, companies tend to reduce the number of their suppliers and bundle them into hierarchical supplier pyramids characterised by low trust. However, establishing knowledge-transfer routines regarding production processes within the network can stabilise buyer-supplier cooperation and counterbalance the power embodied by the central buyer. Beside (1) inter-firm knowledge-sharing routines, this case study also analyses another potential source of inter-organisational competitive advantages: (2) partner-specific absorptive capacity. Both can form the basis for firms to loosen the classical supplier pyramids, to collaborate as partners and share mutual product development processes.

Creativity in buyer–seller relationships: The role of governance

This research proposes a framework for relating governance mechanisms (power, contracts, and trust) to the generation of creative approaches to business activities in buyer–seller relationships. The framework is tested with a survey of 262 purchasing agents. The results indicate that trust and contract affect the three facilitators of inter-organizational creativity: (1) knowledge-sharing routines (resources), (2) learning orientation (motivation), and (3) managerial support and open-mindedness (managerial practices). Also, the effects of trust and contract on the creativity in buyer–seller relationships are fully mediated by the above three facilitators. In particular, trust plays a more influential role in stimulating creativity. While power is not significantly associated with any of the facilitators, its overall effect on creativity is negative.

Performance implications of organisational structure and knowledge sharing in multinational R&D networks

Multinational Enterprises (MNEs) are uniquely equipped to acquire knowledge from external sources because they can access pockets of innovation located throughout the world. MNEs can source knowledge externally through foreign direct investment in R&D, a strategy that has become prevalent during the past two decades. Unfortunately, little is known about the performance implications of external knowledge sourcing through R&D internationalisation, nor have researchers determined how organisational structure and intrafirm knowledge-sharing routines affect innovative performance in multinationals that set up R&D sites abroad. This study examines the effect of organisational structure and knowledge sharing on innovative performance in the overseas R&D units of North American, European and Japanese multinationals. An analysis of data from a survey of overseas R&D site directors in 17 countries suggests that innovative performance is enhanced by the lateral and hierarchical exchange of knowledge but suppressed by bureaucratic coordination and control mechanisms.

Inertia in Japanese Organizations: Knowledge Management Routines and Failure to Innovate

This paper argues that features of Japanese organizations, previously held to be the foundations of innovation, change and flexibility, can equally be significant barriers to change, innovation and adaptation in turbulent economic environments. This paper draws on two in-depth case studies of Japanese organizations. It shows how, in both cases, these firms displayed specific weaknesses in the ways in which they integrate and bundle knowledge, in particular around their research and development (R&D) functions. Despite the adoption of strategies of technological innovation and internationalization, the data suggest that the pursuit of both strategies is beset by barriers of inertia. Embedded internal network connections and knowledge-sharing routines between central R&D and other divisions are inappropriate for the revised strategy. Existing external connections, with preferred suppliers and customers within keiretsu structures, and close relationships with existing R&D partners retard these firms' strategic flexibility. With a limited variety of latent routines, knowledge, capabilities and agency to draw on when needed, these firms have limited organizational responsiveness and high levels of path-dependency.

The influence of flexibility in buyer–seller relationships on the productivity of knowledge

This study is the first empirical examination of the knowledge substitution and flexibility effects derived from the relational and resource-based views of the firm. In these perspectives, it is critically important for firms whose strategic value creation depends on innovation and knowledge to develop interfirm knowledge-sharing routines with their trading partners. These routines enable more productive knowledge resources to replace less productive stocks of knowledge, and the effectiveness of the substitution is influenced by the flexibility with which the supplier and buyer firms adapt to the change. Using a sample of entrepreneurial software firms, we find that their productivity increases as their relationships with trading partners become increasingly flexible. Thus, this paper offers evidence that in an innovative, knowledge-intensive industry context, flexibility in interorganizational relationships is an important interfirm resource.