The interviews revealed that the involvement and engagement of senior managers was the key success factor of the relationship, especially in informal negotiations. With a personal account, you can read up to 100 articles each month for free. Bronzo, M. (2004). Revisão técnica cláudio damacena (4th ed.). Resources, knowledge and influence: The organizational effects of inter organizational collaboration. Manufacturer-supplier relationships in Japan and the concept of relationship-specific skill. Thus, new research can be expanded to dyads, triads and business networks by investigating the various stages in the supply chain. Journal of Operations Management, 28, 101-114. The concept of human expertise is fundamental to the human resource practices Although exemplary performance can be clearly recognized in the actions of others, organizations lack a means of measuring expertise The need to quantify expertise is cntical to being able to manage and develop the organization's human capital effectively This chapter examines the basic characteristics of expertise and develops an operational definition … This multihull study was based on semi-structured interviews with 13 representatives of four dyads from companies in the steel, automotive and industrial applications, pulp processing and manufacturing and application of flexible tubes. New York, NY: Wiley. Competitive dynamics and economic learning: An extended resource-based view. With the advancement of business competitiveness, an understanding of how internal resources can function effectively for organizational strategy began to be reached in the 1980s, with investigations that have broadened the field of studies on internal resources advocated by the shift from the resource-based view to the relational view of strategy, focusing on dyads, triads, strategic alliances and networks (Dal Bó, Milão, & Toni, 2018; Dyer & Singh, 1998; Lavie, 2006; Nyaga, Whipple, & Lynch, 2010). ences designed to lead to the attainment of those. A definition of competency: The description of the knowledge, skills, experience and attributes necessary to carry out a defined function effectively. Strategic Management Journal, 14, 33-46. Future studies may also expand the unit of analysis to understand the role of the relationship between the business and strategic suppliers from a supplier’s perspective. Competencies are abilities, behaviors, knowledge, and skills that impact the success of employees and organizations. Logística empresarial: O processo de integração da cadeia de suprimento. Establishing Focus: The ability to develop and communicate goals in support of the business’ mission. There are four sources of income in this sort of relationship: investments in specific relationship assets, knowledge sharing routines, resource complementarity, and governance (Combs & Ketchen, 1999; Dyer & Singh, 1998; Lavie, 2006; Mesquita, Anand, & Brush, 2008). There are limitations in the use of four companies from different industrial segments because it is possible to generalize the results. Bromiley, P., & Rau, D. (2014). Frega, J. R., Lemos, I. S., & Souza, A. Operational customizations: These include knowledge creation and the customization of operational processes (Schroeder, Bates, & Junttila, 2002; Wheelwright & Hayes, 1984). Ingham, H., & Thompson, S. (1994). Journal of Management, São Paulo, 53, 203-213. http://dx.doi.org/10.1016/j.rauspm.2017.06.004. Two important categories are highlighted. Capabilities that enhance outcomes of an episodic supply chain collaboration. Exploration and exploitation in organizational learning. It was evident that a collaborative relationship has significant explanatory capacity in relation to the sharing of information and knowledge. This can be linked to other aspects, such as the size of the companies, financial strength and the ability to interact with the international market. -Funktionsorientierte Centers of Competence: ... (ZFE)" von Siemens als Support Center oder das Logistikcenter von Hailo als Operation Center. According to the interviews, the companies developed relational synergies with their strategic suppliers, adopting operational competencies for the efficient use of resources. Journal of Applied Behavioural Science, 39, 5-31. California Management Review, 33, 114-135. 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