Presentation on theme: "Comparing the Resource-Based and Relational Views: Knowledge Transfer and Spillover in Vertical Alliances Strategic Management Journal, 29: 913–941 (2008)"— Presentation transcript:
Comparing the Resource-Based and Relational Views: Knowledge Transfer and Spillover in Vertical Alliances Strategic Management Journal, 29: 913–941 (2008) MA2M0102 吳佳蓁
Literature review (1/8) Collective knowledge in buyer-supplier partnerships knowledge acquisition redeploy-able performance relational performance Hypothesis 1:
Literature review (2/8) Joint knowledge acquisition and relational performance When suppliers develop knowledge acquisition efforts jointly with a given buyer, they are more likely to attain relational performance gains with that buyer. Anand and Khanna (2000) explain that alliance partners observe greater knowledge transfer effects over time, as their learning alliance becomes more efficient.
Literature review (4/8) Joint knowledge acquisition efforts and dyad- specific assets and capabilities Joint buyer-supplier knowledge acquisition efforts not only have a direct effect on a supplier’s relational performance (2), but also positively relate to a supplier’s investments(3a) in dyad-specific assets and capabilities, which in turn further enhance supplier relational performance (3b).
Literature review (5/8) Joint knowledge acquisition efforts and dyad- specific assets and capabilities Hypothesis 3a: Joint buyer-supplier knowledge acquisition Supplier dyad-specific assets and capabilities
Literature review (6/8) Supplier dyad-specific assets and capabilities, and relational performance Hypothesis 3b: Supplier dyad-specific assets and capabilities relational performance redeploy-able performance
Literature review (7/8) Dyad-specific assets and capabilities and alliance governance mechanisms Hypothesis 4a: Supplier dyad-specific assets and capabilities Buyer-supplier relational governance mechanisms
Literature review (8/8) Dyad-specific assets and capabilities and alliance governance mechanisms Hypothesis 4b: relational performance redeploy-able performance Buyer-supplier relational governance mechanisms
Data and Methods (1/2) 500 firms producing goods that involve machining, stamping, or cutting of basic material (e.g., sheet metal), and assembly of a component. Response rate was just above 50 percent, yielding 253 responses. Research design and data collection
five-point Likert scale, where 1 represents ‘not at all,’ and 5 ‘to a large degree.’ Data and Methods (2/2) Measures Control variables 1.Firm size 2.Importance of customer 3.Competitive pressure SEM
Results (8/9) Results of control variables relational performance redeploy-able performance Firm size Importance of customer Competitive pressure p > 0.10 p < 0.01 p > 0.10 p < 0.001 p < 0.01
Results (9/9) What the results mean importance of buyer-supplier knowledge transfer alliances → relational performance alliances → assets and capabilities assets and capabilities → relational performance assets and capabilities → governance mechanism governance mechanism → relational performance
Limitations and directions for future research This study is limited to an analysis of suppliers’ asset investments and relational mechanisms; it thus may have missed the effects of buyers’ complementary asset investments. Discussion and conclusion (3/3)
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