Relational architecture and relational capability: organisational levers to support strategic supplier relationships

Day, 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 doi: 10.1504/IJPM.2017.10003360

Abstract/Summary

The 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.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/65588
Item Type	Article
Refereed	Yes
Divisions	Henley Business School > International Business and Strategy Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	Inderscience
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