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|Title:||The moderating effects of external uncertainties on the relation between social capital and performance in buyer-supplier relationships|
|Keywords:||Keywords: Buyers-supplier relationships, External uncertainties, Performance, Social Capital|
|Publisher:||Open Universiteit Nederland|
|Abstract:||Abstract The moderating effects of external uncertainties on the relation between social capital and performance in buyer-supplier relationships Extensive cooperation between organizations has become more and more important within today’s business. Previous studies demonstrate that social capital has become crucial in building effective supply chain relationships, since it contributes to the mutual benefits within buyer-supplier relationships. Research has supported the expected positive effect of social capital on buyer-supplier performance. Most studies focused on the direct effects of social capital on buyers-supplier performance. This study intends to contribute to our current understanding of social capital in buyer-supplier relationships by exploring the (moderating) impact of external uncertainties. A field survey in which questionnaires were administered to suppliers were sent out, has been used to test the hypotheses. A total number of 88 useable responses constituted an effective response rate of 30.4% The results indicate that, opposed to the theoretical expectations, social capital does not seem to have a significant impact on operational performance. We did find direct effects of social capital on strategic performance that related to the understanding of customers and markets. The data did not show a direct effect on the other strategic performance construct that related to the development of new markets and/or new products. The analyses included the testing of moderating effects of technological and demand uncertainty on performance. No moderating effects were found with on the relationship between social capital and performance. What the analyses did show was a direct effect of technological uncertainty on the strategic performance of companies in developing new markets and/or new products. The conclusion might be that technological uncertainties would positively influence the strategic performance in the area of product development, and entering new markets. Managers could benefit from the findings of this research. Together with their suppliers they can put more focus on the anticipation of changing technologies so that they could benefit from the arising of new markets and/or new products. Also, managers should be aware that focussing on, and investing in the anticipation and understanding of their customers’ needs and future demands become more beneficial to them. When relational behaviours would become more predictable it will be easier to anticipate any change in (future) customer needs, leading to possible future improvements in strategic performance. Like any study, this research is bound to some limitations. As the research model contains two, and at a later stage three variables it would be preferred to use an analytical technique suitable for Structural Equation Models (SEM) like PLS or AMOS. As no moderating effect from technological- or demand uncertainties were found, it would be recommended that further research could make an effort to look for other moderating variables and their impact on buyer-supplier relationships. Extra focus on the sample size and composition of the respondent group would also be recommended for future research. Both the sample size and composition in this study deviated considerably from previous researches. Finally, to get more insights in the actual relations between buyers and suppliers it would be useful to do research on a dyadic level. Keywords: Buyers-supplier relationships, External uncertainties, Performance, Social Capital|
|Appears in Collections:||MSc Management Science|
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