Relational architecture and relational capability: organisational levers to support strategic supplier relationshipsDay, M., Magnan, G., Hillenbrand, C. ORCID: https://orcid.org/0000-0002-2929-5098 and Fawcett, S. (2017) Relational architecture and relational capability: organisational levers to support strategic supplier relationships. International Journal of Procurement Management, 10 (3). pp. 267-289. ISSN 1753-8432
It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing. To link to this item DOI: 10.1504/IJPM.2017.10003360 Abstract/SummaryThe resource based view of strategy suggests that competitiveness in part derives from a firms ability to collaborate with a subset of its supply network to co-create highly valued products and services. This relational capability relies on a foundational intra and inter-organisational architecture, the manifestation of strategic, people, and process decisions facilitating the interface between the firm and its strategic suppliers. Using covariance-based structural equation modelling we examine the relationships between internal and external features of relational architecture, and their relationship with relational capability and relational quality. This is undertaken on data collected by mail survey. We find significant relationships between both internal and external relational architecture and relational capability and between relational capability and relational quality. Novel constructs for internal and external elements of relational architecture are specified to demonstrate their positive influence on relational capability and relationship quality.
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