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Lookup NU author(s): Professor Noemi SinkovicsORCiD
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This study examines the antecedents of relational governance effectiveness in a country context where the prevalence of Confucian values is expected to create a culturally ingrained preference for relational governance. We also explore whether different management practices are better predictors of relational governance effectiveness under different collaborative inter-firm relationship configurations. Results from an analysis of 182 alliance relationships in Taiwan, a dynamic newly developed economy, reveal that, generally, demonstrating trustworthiness, establishing just and fair procedures, and building effective platforms for connectivity are management practices that are good predictors of relational governance effectiveness. The multi-group analysis provided more nuanced insights. The findings suggest that different inter-firm relationship configurations require different subsets of management practices. Building effective platforms for connectivity is a strong predictor of relational governance effectiveness in equity-based alliances with foreign partners. In equity-based alliances with domestic partners, establishing fair and just procedures is emphasized. In contractual alliances with foreign partners, ensuring contractual clarity and building effective platforms for connectivity are found to be facilitators of relational governance effectiveness. Last, contractual alliances with domestic partners seem to rely on a portfolio of management practices encompassing demonstrating trustworthiness, establishing just and fair procedures, and building effective platforms for connectivity.
Author(s): Liu C-LE, Sinkovics N, Sinkovics RR
Publication type: Article
Publication status: Published
Journal: Industrial Marketing Management
Year: 2020
Volume: 90
Pages: 453-465
Print publication date: 01/10/2020
Online publication date: 03/09/2020
Acceptance date: 05/08/2020
ISSN (print): 0019-8501
ISSN (electronic): 1873-2062
Publisher: Elsevier
URL: https://doi.org/10.1016/j.indmarman.2020.08.004
DOI: 10.1016/j.indmarman.2020.08.004
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