Anthony S. Roath

Technology transfer and institutional development in Central and Eastern Europe

The transfer of technology from developed countries to emerging markets has been of central interest to MNCs. This paper examines the problems associated with technology transfer in the context of Central and Eastern European countries. Contrary to a common perception of the region, we argue that different country institutional characteristics are determinants of technology transfer. By outlining the recent socioeconomic changes in the region, we consider the adoption of essential market institutions and the specific norms of regional integration with the European Union as these most important determinants. The paper concludes with the overview of potentially successful technology transfer strategies for MNCs interested in investing in the countries of Central and Eastern Europe.

Utilizing relational governance in export relationships: Leveraging learning and improving flexibility and satisfaction

Exporting manufacturers rely on international distributors for local market knowledge and access. Unfortunately, the geographical and cultural separation poses severe challenges to relationship mechanics and outcomes. This study examines two distinct relational governance mechanisms, relationship commitment and trust. The Uppsala internationalization model is used to explore the issues associated with an exporting manufacturers strategic objective of achieving effective market entry through a proactive approach involving market learning. Market learning is enhanced through governance. The analysis of 141 US exporting manufacturers provides support for the perspective of relational governance as a hybrid mechanism which both facilitates and augments learning between cross-border organizations. Flexibility is enhanced and relationship outcomes are more satisfactory.

An examination of the coercive power-satisfaction relationship within a relational exchange:the moderating role of dealer resistance

ABSTRACT The authors develop a oonoeptual model that examines the moderating effect of dealer resistance on the use of coercive power-satisfaction relationship. The results provide a possible explanation for inconsistent results within extant channel literature regarding relationships that are power and/or dependency asymmetric Within the context of the model, the authors also provide a conceptualization of the endogenous construct, conflict potential, as a means to examine what motivates a channel member to exercise coercive power as an influencing agent. The model also examines the dealers tendency to yield or acquiesce decision-making control to the manufacturer within the context of the use of coercive power-satisfaction relationship. The model is tested, via two-group structural equation modeling using a sample of 324 high level executives from the office systems and furniture industry. The authors provide theoretical and managerial implications of the research results as well as directions for future research.

Relational capabilities in Thai buyer-supplier relationships

Purpose This paper uses the relational capabilities perspective to provide new insights into the mediating role of relational capabilities and their performance implications. Specially, this paper aims to explain how characteristics of a partnership influence relational capabilities that in turn enhance firm performance. Design/methodology/approach Using data from an original survey of 156 partnership projects between buyers and suppliers in the Thai manufacturing sector, the authors use a structural model to test their hypotheses. Findings The empirical analysis shows that the impact of relational and economic attributes of a partnership on firm performance is mediated by knowledge sharing routines and complementary capability. However, the impact varies between operational and strategic performance, as relational capabilities are strongly associated with operational performance but only indirectly associated with strategic performance. Practical implications The need to coordinate and mobilize complementary resources not only increases the interdependence between buyers and suppliers but also contributes to firm performance. Specifically, operations can be enhanced by knowledge sharing routines and complementary capability. At a strategic level, operational effectiveness enables firms to benefit from inter-organizational relationships. Originality/value The authors contribute to industrial marketing knowledge by shedding light on mediation of relational capabilities between inter-organizational attributes and firm performance. The findings demonstrate the value of the relationship between a firm’s supply chain and its relational capabilities which in turn drive project performance.

Value co-creation in an outsourcing arrangement between manufacturers and third-party logistics providers: Resource commitment, innovation and collaboration

This paper aims to explore value co-creation between manufacturing firms and third-party logistics providers (3PLs). The specific focus is on resources and value co-creation with the aim to examine a set of relationships among the 3PL’s resource commitment, collaboration and innovation, and their performance outcomes.,Survey data consisting of 142 UK manufacturing firms are used to study the 3PL and manufacturing customer value co-creation. The confirmatory factor model (CFA) and subsequent structural equation model were tested using EQS 6.1.,The findings show that collaboration between the manufacturers and the 3PLs mediates the relationship between resource commitment and innovation, and performance. 3PLs are becoming much more of a collaborative partner which support the idea of value co-creation strategy.,The study is cross-sectional; temporal evolution of value co-creation should be studied in the future.,When manufacturers and 3PLs collaborate to target efforts strategically, the 3PL’s resource commitment can be directed towards the development of new innovative approaches.,The study contributes to the discussion of forms of co-creation, and theoretical frameworks which would enable us to understand how customers and other actors engage with the companies in collaborative value creation activities.