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German Pages XIV, 264 [270] Year 2020
Christoph Bode Ronald Bogaschewsky Michael Eßig Rainer Lasch Wolfgang Stölzle Hrsg.
Supply Management Research Aktuelle Forschungsergebnisse 2020
Advanced Studies in Supply Management Reihe herausgegeben von Bundesverband Materialwirtschaft, Frankfurt, Deutschland
Weitere Bände in der Reihe http://www.springer.com/series/12204
Christoph Bode · Ronald Bogaschewsky · Michael Eßig · Rainer Lasch · Wolfgang Stölzle (Hrsg.)
Supply Management Research Aktuelle Forschungsergebnisse 2020
Hrsg. Prof. Dr. Christoph Bode Universität Mannheim Mannheim, Deutschland
Prof. Dr. Ronald Bogaschewsky Universität Würzburg Würzburg, Deutschland
Prof. Dr. Michael Eßig Universität der Bundeswehr München Neubiberg, Deutschland
Prof. Dr. Rainer Lasch Technische Universität Dresden Dresden, Deutschland
Prof. Dr. Wolfgang Stölzle Universität St. Gallen St. Gallen, Schweiz
ISSN 2626-2169 (electronic) ISSN 2626-2150 Advanced Studies in Supply Management ISBN 978-3-658-31898-7 (eBook) ISBN 978-3-658-31897-0 https://doi.org/10.1007/978-3-658-31898-7 Die Deutsche Nationalbibliothek verzeichnet diese Publikation in der Deutschen Nationalbibliografie; detaillierte bibliografische Daten sind im Internet über http://dnb.d-nb.de abrufbar. © Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2020 Das Werk einschließlich aller seiner Teile ist urheberrechtlich geschützt. Jede Verwertung, die nicht ausdrücklich vom Urheberrechtsgesetz zugelassen ist, bedarf der vorherigen Zustimmung des Verlags. Das gilt insbesondere für Vervielfältigungen, Bearbeitungen, Übersetzungen, Mikroverfilmungen und die Einspeicherung und Verarbeitung in elektronischen Systemen. Die Wiedergabe von allgemein beschreibenden Bezeichnungen, Marken, Unternehmensnamen etc. in diesem Werk bedeutet nicht, dass diese frei durch jedermann benutzt werden dürfen. Die Berechtigung zur Benutzung unterliegt, auch ohne gesonderten Hinweis hierzu, den Regeln des Markenrechts. Die Rechte des jeweiligen Zeicheninhabers sind zu beachten. Der Verlag, die Autoren und die Herausgeber gehen davon aus, dass die Angaben und Informationen in diesem Werk zum Zeitpunkt der Veröffentlichung vollständig und korrekt sind. Weder der Verlag, noch die Autoren oder die Herausgeber übernehmen, ausdrücklich oder implizit, Gewähr für den Inhalt des Werkes, etwaige Fehler oder Äußerungen. Der Verlag bleibt im Hinblick auf geografische Zuordnungen und Gebietsbezeichnungen in veröffentlichten Karten und Institutionsadressen neutral. Redaktion: Prof. Dr. Christoph Bode, Prof. Dr. Ronald Bogaschewsky, Prof. Dr. Michael Eßig, Prof. Dr. Rainer Lasch, Prof. Dr. Wolfgang Stölzle, Bianka Blankenberg Springer Gabler ist ein Imprint der eingetragenen Gesellschaft Springer Fachmedien Wiesbaden GmbH und ist ein Teil von Springer Nature. Die Anschrift der Gesellschaft ist: Abraham-Lincoln-Str. 46, 65189 Wiesbaden, Germany
Geleitwort
Der Bundesverband Materialwirtschaft Einkauf und Logistik e.V. (BME) fördert seit vielen Jahren den konstruktiven, offenen Austausch zwischen Praktikern und Wissen‐ schaftlern. Dabei unterstützt der Verband aktiv das Aufspüren von Trends und Inno‐ vationen, das Erarbeiten von Erfolgsansätzen, das Vermitteln von Erprobtem und das Vernetzen interessierter Menschen und ihrer Ideen. Für seine Mitglieder und eine breite Fachöffentlichkeit bietet der BME exzellente Networking‐Plattformen zum Know‐how‐Transfer. Eine wichtige Säule der Verbandsarbeit ist die wissenschaftliche Auseinandersetzung mit den Themen Beschaffung und Logistik, verbunden mit der Unterstützung des wissenschaftlichen Nachwuchses. Dabei werden der Öffentlichkeit interessante An‐ sätze in der Forschung zum Thema Supply Management vorgestellt. Seit 1988 werden Verfasser von Habilitationen und Dissertationen mit dem BME‐Wissenschaftspreis ausgezeichnet. Herausragende Studienabschlussarbeiten prämiert der BME seit 17 Jahren mit dem BME‐Hochschulpreis für Beschaffung und Logistik. In der Buchreihe „Advanced Studies in Supply Management“ veröffentlicht der Ver‐ band wichtige wissenschaftliche Erkenntnisse rund um aktuelle und vieldiskutierte Managementmethoden. Auch der 13. Band zeigt Lösungsansätze für aktuelle Heraus‐ forderungen auf. Beispiele dafür sind die Beiträge zu Ansätzen zur Optimierung der Beschaffung und Lagerhaltung von Rohstoffen in volatilen Märkten, zur Nutzung von elektronischen Marktplätzen in einer regulierten Beschaffungsumgebung, zu Governance‐Mechanismen zur Reduzierung der Time‐to‐Market und zu Auswirkun‐ gen von Industrie 4.0 auf den indirekten Einkauf. Mein herzlicher Dank gilt den Autoren für ihre Beiträge sowie insbesondere den Pro‐ fessoren Christoph Bode, Ronald Bogaschewsky, Michael Eßig, Rainer Lasch und Wolfgang Stölzle für ihre fachliche Unterstützung und ihr großes Engagement.
Eschborn, im Juni 2020
Dr. Silvius Grobosch Hauptgeschäftsführer Bundesverband Materialwirtschaft, Einkauf und Logistik e.V.
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Vorwort
In dem vorliegenden 13. Band der Reihe „Advanced Studies in Supply Management“ werden erneut ausgewählte wissenschaftliche Fortschritte in diesem Forschungsfeld dargestellt. Er ist zugleich Tagungsband des 13. Wissenschaftlichen Symposiums „Supply Management“, das im März 2020 an der Universität Mannheim stattfand. Ver‐ anstalter dieser Tagung ist der Bundesverband Materialwirtschaft, Einkauf und Logistik e.V. (BME), der auch als Herausgeber der Buchreihe fungiert. Inhaltlich verantwortlich für die Durchführung des Wissenschaftlichen Symposiums und der daraus resultieren‐ den Schriften ist der Wissenschaftliche Beirat des Bundesvorstandes des BME. Die außerordentlich große Bedeutung des gesamten Beschaffungsbereichs spiegelt sich in der seit Jahren deutlich ansteigenden Anzahl wissenschaftlicher Publikationen und anwendungsnaher Arbeiten wider. Das Wissenschaftliche Symposium „Supply Ma‐ nagement“ hat sich zu einer zentralen Plattform für die Präsentation von sowie den Austausch über neueste Forschungsergebnisse aus den Gebieten Einkauf, Materialma‐ nagement, Logistik und Supply Chain Management etabliert. Die in diesem Band veröffentlichten Beiträge wurden gemäß den beiden Tracks auf dem Symposium in strenger wissenschaftliche sowie stärker anwendungsorientierte Arbei‐ ten unterschieden. Alle Einreichungen wurden in einem Double‐Blind‐Review‐Verfah‐ ren von unabhängigen Gutachtern eingehend geprüft. Diesen gilt unser besonderer Dank für die gewissenhafte Erstellung der Gutachten und die dort angeführten Verbes‐ serungsvorschläge für die Beiträge. Zahlreiche Einreichungen wurden abgelehnt, da sie den hohen Ansprüchen der Gutachter nicht genügten. Aufgenommen wurden zudem die Arbeiten, die sich für das Vortragsfinale des BME‐Wissen‐schaftspreises 2020 quali‐ fizieren konnten. Der Jury des BME‐Wissenschaftspreises gilt ebenfalls unser Dank für die geleisteten Begutachtungen. Der vorliegende Band zeigt die große Breite und Tiefe der wissenschaftlichen und an‐ wendungsnahen Arbeiten im Bereich Supply Management auf. Es ist dem Wissen‐ schaftlichen Beirat und dem BME ein besonderes Anliegen, Forschungen in diesem Be‐ reich weiterhin intensiv zu fördern. Prof. Dr. Christoph Bode, Mannheim Prof. Dr. Michael Eßig, München Prof. Dr. Wolfgang Stölzle, St. Gallen
Eschborn, im Juni 2020 Prof. Dr. Ronald Bogaschewsky, Würzburg Prof. Dr. Rainer Lasch, Dresden
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Inhaltsverzeichnis
Geleitwort ................................................................................................................................. V Vorwort .................................................................................................................................. VII
Teil A Wissenschaftliche Forschungsbeiträge Managing the unexpected: advancing knowledge on negative and positive events in buyer‐supplier relationships Jens Esslinger Abstract ...................................................................................................................................... 3 1 Introduction ........................................................................................................................ 3 2 Managing unexpected negative events in buyer‐supplier relationships .................... 5 2.1 Interorganizational trust loss ................................................................................ 6 2.2 Interorganizational trust repair ............................................................................ 8 3 Managing unexpected positive events in buyer‐supplier relationships ................... 12 3.1 Attributions and relational responses ............................................................... 12 3.2 Reward claiming by the buying organization .................................................. 15 4 Implications ....................................................................................................................... 20 References ................................................................................................................................ 23 Decision‐making in supply risk and supply disruption management Maximilian Merath Abstract .................................................................................................................................... 27 1 Introduction ...................................................................................................................... 27 2 Research question 1: Supply risk management ............................................................ 28 3 Research question 2: The influence of supply risk management on the impact of disruptions ........................................................................................... 30 4 Research question 3: Supply disruption management ................................................ 33 5 Limitations ........................................................................................................................ 35 6 Future research opportunities ........................................................................................ 36 References ................................................................................................................................ 37
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Datengetriebene Ansätze zur Optimierung der Beschaffung und Lagerhaltung von Rohstoffen in volatilen Märkten Christian Mandl Abstract .................................................................................................................................... 41 1 Einleitung .......................................................................................................................... 41 2 Optimierter Rohstoffeinkauf durch datengetriebene Optimierung der Terminmarktbeschaffung ................................................................................................ 44 2.1 Problemstellung ................................................................................................... 44 2.2 Mathematische Modellierung des operativen Planungsproblems ................ 45 2.3 Numerische Ergebnisse und Insights ................................................................ 46 3 Optimierte Rohstoffbeschaffung durch datengetriebene Lagerhaltungsmodelle ... 49 3.1 Problemstellung ................................................................................................... 49 3.2 Mathematische Modellierung des operativen Planungsproblems ................ 50 3.3 Numerische Ergebnisse und Insights ................................................................ 51 4 Optimierter Rohstoffhandel durch datengetriebene Lagerhaltungsmodelle ........... 53 4.1 Problemstellung ................................................................................................... 53 4.2 Mathematische Modellierung des operativen Planungsproblems ................ 54 4.3 Numerische Ergebnisse und Insights ................................................................ 56 5 Fazit und Ausblick ............................................................................................................ 58 5.1 Zusammenfassung ............................................................................................... 58 5.2 Ausblick ................................................................................................................. 58 Literatur ................................................................................................................................... 59 Behavioral challenges to cross‐functional teams in purchasing and supply management Henrik Franke Abstract .................................................................................................................................... 61 1 Introduction ...................................................................................................................... 61 2 Dissertation structure ...................................................................................................... 62 2.1 Chapter I: Bridging between conflict and politics .......................................... 64 2.2 Chapter II: Bridging between team politics in PSM and “general management” ....................................................................................................... 66 2.3 Chapter III: Empirically disentangling conflict and politics in sourcing teams ................................................................................................. 68 2.4 Chapter IV: Examining antecendents to politics in sourcing teams .............. 70 3 Work beyond the dissertation ........................................................................................ 73 4 Summary ........................................................................................................................... 73 References ................................................................................................................................ 75
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Measurements of risk exposure based on disclosures in annual reports Michael Westerburg Abstract .................................................................................................................................... 79 1 Risk exposure ................................................................................................................... 79 2 Annual reports ................................................................................................................. 81 2.1 Item 1.A: Risk disclosure ..................................................................................... 82 2.2 Item 2: Production facilities ................................................................................ 83 3 Extraction methods .......................................................................................................... 84 3.1 Item 1.A: Risk disclosure ..................................................................................... 84 3.2 Item 2: Production facilities ................................................................................ 87 4 Data and results ............................................................................................................... 89 4.1 Item 1.A: Risk disclosure ..................................................................................... 89 4.2 Item 2: Production facilities ................................................................................ 91 5 Discussion ......................................................................................................................... 93 6 Summary ........................................................................................................................... 94 References ................................................................................................................................ 95 Expected buyer‐supplier relationships in the era of Industy 4.0 – an analysis across industry sectors Johannes W. Veile, Marie‐Christin Schmidt, Julian M. Müller, Kai‐Ingo Voigt Abstract .................................................................................................................................... 99 1 Introduction ...................................................................................................................... 99 2 Theoretical background ................................................................................................. 101 2.1 Industry 4.0 ......................................................................................................... 101 2.2 Supplier integration ........................................................................................... 101 2.3 Industry 4.0 and supply chain management .................................................. 102 3 Methodology ................................................................................................................... 103 4 Results .............................................................................................................................. 104 4.1 Present buyer‐supplier relationships .............................................................. 105 4.2 Buyer‐supplier relationships in the context of Industry 4.0 ......................... 106 4.3 Drivers and causes for transformation ............................................................ 107 5 Discussion ....................................................................................................................... 108 6 Conclusion ....................................................................................................................... 109 6.1 Summary ............................................................................................................. 109 6.2 Limitations and further research...................................................................... 110 6.3 Management implications ................................................................................ 111 References .............................................................................................................................. 112
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The strategic relevance of logistics: insights from multinational corporations Wanja Wellbrock, Daniela Ludin, Erika Müller, Benjamin Högele, Javier Villalba‐Diez, Wolfgang Gerstlberger, Malte Ackermann Abstract .................................................................................................................................. 115 1 Introduction .................................................................................................................... 115 2 Literature review ............................................................................................................ 118 2.1 Logistics and supply chain management ........................................................ 118 2.2 Content analysis in logistics ............................................................................. 119 3 Methodology ................................................................................................................... 121 3.1 Data collection .................................................................................................... 121 3.2 Measurement ...................................................................................................... 122 4 Results regarding the strategic relevance of logistics ................................................ 122 5 Discussion ....................................................................................................................... 127 5.1 Summary of findings ......................................................................................... 127 5.2 Limitations, implications and further research .............................................. 128 References .............................................................................................................................. 129
Teil B Anwendungsorientierte Forschungsbeiträge Design principles for the application of machine learning in supply chain risk management: an action design research approach Bastian Engelking, Wolfgang Buchholz, Frank Köhne Abstract .................................................................................................................................. 137 1 Introduction .................................................................................................................... 137 2 Conceptual background ................................................................................................ 139 2.1 Supply chain risk management context .......................................................... 139 2.2 Machine learning context .................................................................................. 140 2.3 Machine learning in supply chain risk management .................................... 141 3 Research design .............................................................................................................. 143 4 Design principles ............................................................................................................ 145 4.1 Overview of the framework ............................................................................. 145 4.2 Organizing the application of machine learning ........................................... 147 4.3 Developing machine learning models ............................................................. 148 4.4 Operating machine learning models ............................................................... 150 5 Conclusion ....................................................................................................................... 152 References .............................................................................................................................. 153 Appendix ............................................................................................................................... 160
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Nutzung von elektronischen Marktplätzen in einer regulierten Beschaffungsumgebung Monika Dziuk, Andreas H. Glas, Michael Eßig Abstract .................................................................................................................................. 163 1 Zielsetzung und Aufbau ................................................................................................ 163 2 Konzeption elektronischer Marktplätze in regulierten Beschaffungsumgebungen ............................................................................................ 165 2.1 Öffentliche Beschaffung als „Regulated Tender Envrionment“ .................. 165 2.2 Status quo der Forschung zu elektronischen Marktplätzen ......................... 167 2.3 Zusammenführung: ein Modell für elektronische Marktplätze in regulierten Beschaffungsumgebungen ....................................................... 172 3 Empirische Erkenntnisse zur Rolle von elektronischen Marktplätzen in regulierten Beschaffungsumgebungen ................................................................... 174 3.1 Interview‐ und Fallstudienmethodik .............................................................. 174 3.2 Analyseraster ...................................................................................................... 176 3.3 Ergebnisse ........................................................................................................... 178 4 Implikationen und das Regulierungsdefizit ............................................................... 185 Literatur ................................................................................................................................. 186 Anhang ................................................................................................................................... 192 Governance‐Mechanismen zur Reduzierung der Time‐to‐Market Jakob Keller, Rainer Lasch Abstract .................................................................................................................................. 199 1 Einleitung ........................................................................................................................ 199 2 Theoretische Vorbetrachtungen ................................................................................... 201 2.1 Time‐to‐Market .................................................................................................. 201 2.2 Governance ......................................................................................................... 201 3 Methodik ......................................................................................................................... 202 3.1 Qualitative Fallstudie ........................................................................................ 202 3.2 Systematische Literaturrecherche .................................................................... 203 4 Ergebnisse........................................................................................................................ 205 4.1 Problemidentifikation........................................................................................ 205 4.2 Governance‐Mechanismen zur Reduzierung der Time‐to‐Market ............. 207 5 Fazit und Ausblick .......................................................................................................... 212 Literatur ................................................................................................................................. 213 Anhang .................................................................................................................................. 219
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Auswirkungen von Industrie 4.0 auf den indirekten Einkauf: eine emprische Analyse Ramona Niederschweiberer, Florian C. Kleemann Abstract .................................................................................................................................. 221 1 Einleitung ........................................................................................................................ 221 2 Literaturüberblick: Indirekter Einkauf in der Industrie 4.0 ...................................... 223 2.1 Literaturüberblick „Indirekter Einkauf“ ......................................................... 223 2.2 Literaturüberblick „Einkauf 4.0“...................................................................... 225 3 Empirische Studie: Indirekter Einkauf 4.0 .................................................................. 229 3.1 Methodik ............................................................................................................. 229 3.2 Ergebnisse „Indirekter Einkauf 4.0“ ................................................................ 230 4 Implikationen ................................................................................................................. 237 4.1 Kritische Diskussion der Studienergebnisse .................................................. 237 4.2 Handlungsempfehlungen ................................................................................. 238 5 Zusammenfassung und Ausblick ................................................................................. 240 Literatur ................................................................................................................................. 241 Anhang ................................................................................................................................... 245 Autorenverzeichnis.............................................................................................................. 257
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Teil A Wissenschaftliche Forschungsbeiträge
Managing the unexpected: advancing knowledge on negative and positive events in buyer-supplier relationships
Jens Esslinger
Abstract There exists a sizeable body of research on supply chain disruptions, with much of the emphasis (understandably) on major events, such as the effects and handling of explo‐ sions, earthquakes, or emission scandals. However, the whole day‐to‐day business in purchasing is overshadowed by the implications of a VUCA‐world: unexpected events, like a missed deadline in a joint new product development project, are much more fre‐ quent and practically relevant than the headline‐making disasters. Furthermore, unex‐ pected events are not necessarily negative: it is also true that in reality buyers and sup‐ pliers often fulfill their obligations beyond what is contractually expected from them. Therefore, this paper addresses the practically relevant cases of how purchasing can handle everyday events which are either unexpectedly negative or surprisingly positive. How can damaged trust be repaired in the negative case, and how can the value gener‐ ated by positive events be claimed by purchasing? Rigorously answering such practi‐ cally relevant, yet academically underexplored questions —by means of a combination of scenario‐based experiments with more than 1,000 purchasing and sales professionals and expert interviews—generates novel insights for purchasing managers and research alike.
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Introduction
Buyers and suppliers frequently experience supply chain disturbances that disrupt or delay the materials and goods flow (Craighead et al., 2007). Extant supply chain man‐ agement (SCM) research has devoted considerable attention toward understanding the causes of such disruptions (Ellis et al., 2010), and toward developing mitigation strate‐ gies (Bode et al., 2011) to maintain successful buyer‐supplier relationships (Bode et al., 2011; Teller & Kotzab, 2016). This body of research has provided important theoretical
© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2020 C. Bode et al. (Hrsg.), Supply Management Research, Advanced Studies in Supply Management, https://doi.org/10.1007/978-3-658-31898-7_1
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and practical insights; this research is by now highly differentiated and specialized, in‐ cluding even investigations of the usefulness of dark personality traits (narcissism and psychopathy) in handling disruptions (Timmer & Kaufmann, 2019). However, it has largely only focused on large‐scale events such as natural or man‐made disasters. In this paper, I investigate unexpected negative events that are more frequent than the typically researched large‐scale disruptions – and therefore practically more relevant for the many procurement professionals. In particular, I examine negative events occurring in daily buyer‐supplier exchanges and emanating from deviations of perceived obligations between supply chain partners. Such situations occur especially in situations in which contractual relationships involve high monitoring costs, such as during joint new prod‐ uct development (NPD) projects or carefully aligned logistics processes (Stölzle & Ga‐ reis, 2002). Managers often rely on other governance mechanisms in addition to written contracts to manage those exchanges (Hill et al., 2009). Moreover, I recognize that buying firms also experience unexpected but positive events, which occur for example when buying firms engage in programs with their suppliers to reduce inefficiencies and build joint capabilities. Johnson & Johnson, for example. de‐ votes significant resources to visiting suppliers frequently in order to help identify cost reduction and value creation opportunities (Doerfler, 2017). If successful, costs and earn‐ ings are shared between buyers and suppliers (Praxmarer‐Carus et al., 2013). Thus, the skill to manage unexpected events does not only contribute to the development of buyer‐ supplier relationship resilience in the wake of negative events, it also helps to identify ways to leverage favorable developments vis‐à‐vis the supplier. Hence: It is vital to understand and successfully manage the relational consequences of unex‐ pected negative and positive events on buyer‐supplier relationships. This is the objec‐ tive of the paper at hand, and of the underlying dissertation. To accomplish this objective, the paper builds on and extends research on psychological contracts to provide a better understanding of the impact that unexpected negative events emanating from psychological contract breaches, and subsequent responses to rem‐ edy these events to maintain successful buyer‐supplier relationships (Arnold & Eßig, 2003), can have on relational outcomes. Also, it investigates unexpected positive events emanating from over‐fulfillment of psychological contracts to consider how buying or‐ ganizations can effectively leverage such positive events vis‐à‐vis their focal supplier. Both scenarios are examined in the context of a joint NPD project, and scenario‐based experiments are used to test the effect that these events can have on relational outcomes. Overall, this paper is located at the intersection of the supply management and manage‐ ment psychology fields. To test its hypotheses, the paper reports on two experiments for which more than 1,000 experienced purchasing and sales managers were recruited. All participants were rigorously pre‐qualified, for example in terms of their previous
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work experience. The following two sections deal with unexpected negative and posi‐ tive events, respectively, accompanied by a description of the employed method and the generated results. Finally, the paper outlines practical and research implications for sup‐ ply management professionals.1
2
Managing unexpected negative events in buyer–supplier relationships
In today’s environment, supply chain managers typically rely on formal contracts to manage day‐to‐day conflicting situations (Eckerd & Girth, 2017). Formal contracts, how‐ ever, are often not fully sufficient, especially in relational exchanges being characterized by high degrees of uncertainty. Thus, in joint NPD projects, managers often use other governance mechanisms to handle such situations (Eckerd et al., 2016). One such mech‐ anism is the psychological contract. It acknowledges that individuals have idiosyncratic interpretations of the terms and conditions of an exchange. Psychological contracts co‐ exist with other types of contracts and are inherently perceptual (Robinson, 1996). A supply chain partner’s failure to fulfill the reciprocal obligations of the psychological contract is described as psychological contract breach (Morrison & Robinson, 1997). The extant organizational behavior literature has provided important insights into how unexpected negative events and subsequent responses can affect relationships between individuals. The extant SCM research, however, still lacks a nuanced understanding of the role that these events, usually emanating from psychological contract breaches, can have on buyer‐supplier relationships. This section addresses this research void by in‐ vestigating the relational consequences of unexpected negative events on buyer‐sup‐ plier relationships. Thus, the section investigates the following two research questions: First, how does the nature of an interorganizational relationship at the time the negative event occurs affect the way supply chain partners evaluate the trust loss resulting from unexpected negative events emanating from a buying organization’s psychological con‐ tract breach? And, second, how does the nature of an interorganizational relationship at the time the negative event occurs affect the way supply chain partners approach subsequent trust repair processes? I use social exchange theory (SET) and propose that the nature of an interorganizational buyer‐supplier relationship, defined as whether the relationship is collaborative or adversarial at the time the negative event occurs, affects the way supply chain partners evaluate negative events and approach subsequent repair processes (Heide & John, 1990). SET posits that any interaction between two individuals or firms constitutes an 1
Contents of the underlying dissertation have been published in the top‐level journal of the SCM discipline, the Journal of Supply Chain Management: Section 2 of this paper is based on Kaufmann et al. (2018). Section 3 is based on Esslinger et al. (2019).
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exchange of resources that can be economic or social in nature (Homans, 1958). While economic exchanges highlight the financial aspects of the relationship (Lo & Aryee, 2003), social exchanges involve rewards provided voluntarily (Blau, 1968). Individuals and firms enter a relationship with the expectation of a reward from that interaction (Emerson, 1962; Homans, 1958). In repeated exchanges, they compare the benefits with those of other exchanges, and they maintain the relationship as long as the rewards exceed those of the available alternatives (Lambe et al., 2001).
2.1
Interorganizational trust loss
When the buying firm is the cause of a negative event, it has failed to fulfill the supplier’s reward expectations. Relational costs begin to outweigh the benefits achieved, and the supplier reciprocates by reducing its willingness to display trusting behaviors (Dirks & Ferrin, 2001). In collaborative interorganizational relationships, where exchanges are characterized by mutual cooperation (Heide & John, 1990), a negative event involves a financial loss and a breach of the buying firm’s social obligations toward the supplier; the supplier will consequently lose interorganizational trust. In adversarial interorgani‐ zational relationships, however, interactions do not involve long‐term reciprocal obli‐ gations, so that a negative event only reflects a breach of the buying firm’s economic exchange obligations toward the supplier (Robinson & Rousseau, 1994). I therefore hy‐ pothesize both natures of interorganizational relationships to deteriorate from the neg‐ ative event, but with the effect being stronger for collaborative relationships. Thus: Hypothesis 1a: An unexpected negative event leads to interorganizational trust loss in collaborative interorganizational relationships. Hypothesis 1b: An unexpected negative event leads to interorganizational trust loss in adversarial interorganizational relationships. Hypothesis 1c: An unexpected negative event leads to greater interorganizational trust loss in collaborative interorganizational relationships than in ad‐ versarial interorganizational relationships. Further, I expect an interaction between the interpersonal relationship and the interor‐ ganizational relationship to affect the extent of interorganizational trust loss following an unexpected negative event (Large, 2006). Interpersonal relationships describe the re‐ lational posture between two individuals, and they develop through repeated relational interactions between business partner employees (Gligor & Autry, 2012). In collaborative interpersonal relationships, individuals put faith in the moral integrity of their counterpart to achieve a fair split of benefits over time. When experiencing a neg‐ ative event, the sales manager will likely mitigate her or his retaliatory sentiments by relying on the goodwill that both have already developed; this likely decreases the sup‐ plier’s motivation to reciprocate. As such, I hypothesize collaborative interpersonal ties
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Advancing knowledge on negative and positive events in buyer-supplier relationships
to attenuate the positive association between the nature of the interorganizational rela‐ tionship and the extent of interorganizational trust loss. In adversarial interpersonal rela‐ tionships, individuals are usually unwilling to accept disagreements; the sales manager is less confident that apparent issues will be resolved (Zaheer et al., 1998). When suffer‐ ing from a negative event, I therefore expect the sales manager to question the integrity of her or his counterpart and refuse to postpone anticipated economic exchange benefits (Ring & van de Ven, 1994). The sales manager will likely view the event as more costly, which will increase the supplier’s motivation to reciprocate. Therefore, I expect adver‐ sarial interpersonal ties to exacerbate the positive association between the nature of the interorganizational relationship and the extent of interorganizational trust loss. Thus: Hypothesis 2a: Collaborative interpersonal relationships lead to weaker interorgani‐ zational trust loss in collaborative interorganizational relationships than in adversarial interorganizational relationships. Hypothesis 2b: Adversarial interpersonal relationships lead to stronger interorganiza‐ tional trust loss in collaborative interorganizational relationships than in adversarial interorganizational relationships. Figure 1 provides an overview of the hypotheses, with the hypotheses around interor‐ ganizational trust loss being provided in the upper half/box. Hypotheses related to in‐ terorganizational trust repair are shown in the lower half/box and will be described next.
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Figure 1:
Overview of research models on unexpected negative events
2.2
Interorganizational trust repair
Interorganizational trust repair involves overcoming the salient negative expectations that arose from the negative event. It refers to the extent to which the repair processes increase trust at the interorganizational level (Dirks et al., 2009). Based on SET, I expect the extent of interorganizational trust repair to depend on the relational behaviors of the buying firm and the supplier’s reward expectations (Blau, 1964). Consistent with the reasoning elaborated above, I posit that initially collaborative interorganizational rela‐ tionships recover more strongly from a negative event than adversarial relationships. For collaborative relationships, I expect the supplier’s expectation of future interaction to motivate the firm to continue the relationship (Cropanzano & Mitchell, 2005), and the supplier’s confidence in receiving a fair split of economic and social exchange outcomes to induce the firm to reestablish trust. For adversarial relationships, I argue that the ab‐ sence of social obligations will limit the supplier’s motivation to engage in future ex‐ changes with the buying firm. As the supplier’s behavior is driven by the discrepancy
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Advancing knowledge on negative and positive events in buyer-supplier relationships
between anticipated and realized economic, I hypothesize the incurred losses from the negative event to decrease the supplier’s confidence in achieving a fair split of economic outcomes. Therefore, I posit that the extent of interorganizational trust repair is higher for collaborative rather than adversarial interorganizational relationships: Hypothesis 3a: Initially collaborative interorganizational relationships recover from an unexpected negative event. Hypothesis 3b: Initially adversarial interorganizational relationships recover from an unexpected negative event. Hypothesis 3c: Initially collaborative interorganizational relationships recover to a greater extent from an unexpected negative event than initially adver‐ sarial interorganizational relationships. The extant literature provides a number of approaches on how trust can be repaired. I investigate two types of responses: penance and regulation. Penance reflects a financial compensation to repair the negative state (Bottom et al., 2002), while regulation offers a monitoring system that helps augment trusting behavior going forward (Naka‐ yachi & Watabe, 2005). Based on SET, I posit that suppliers will compare the positive signals from the repair process with their relational expectations to decide on their will‐ ingness to restore interorganizational trust. For collaborative interorganizational relation‐ ships, I posit that regulation may prove more effective than penance; proposing the im‐ plementation of relational structures likely fulfills the supplier’s reward expectations most effectively. For adversarial relationships, penance may be more effective as it reflects a buying firm’s repentance for having caused the disruption and thus corrects the ineq‐ uity in the economic exchange (Dirks et al., 2011). Thus: Hypothesis 4a: Regulation is more effective than penance at repairing interorganiza‐ tional trust in initially collaborative interorganizational buyer–supplier relationships. Hypothesis 4b: Penance is more effective than regulation at repairing interorganiza‐ tional trust in initially adversarial interorganizational buyer–supplier relationships. Further, I argue that the nature of the interpersonal relationship is likely to interact with the nature of the interorganizational relationship to affect interorganizational trust repair. For collaborative interpersonal ties, the sales manager will likely reconsider her or his relationship with the purchasing manager after having suffered from a negative event. Violating the expectations of behaving with integrity likely leaves a residue of inequity, such that any repair process may not help alleviate the retaliatory sentiments from the event (Bottom et al., 2002). As such, collaborative interpersonal ties likely attenuate, and distant ties exacerbate, the positive association between the initial nature of the interor‐ ganizational relationship and the extent of interorganizational trust repair:
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Wissenschaftliche Forschungsbeiträge
Hypothesis 5a: Collaborative interpersonal relationships lead to weaker interorgani‐ zational trust repair in collaborative interorganizational relationships than in adversarial interorganizational relationships. Hypothesis 5b: Adversarial interpersonal relationships lead to stronger interorganiza‐ tional trust repair in collaborative interorganizational relationships than in adversarial interorganizational relationships. Method: I used a scenario‐based experiment to collect the data (Eckerd, 2016). The sce‐ nario was pretested in interviews with experienced managers. Participants assumed the role of a sales manager working for a company that supplies technical parts to the elec‐ tronics industry. In Stage 1, all participants were given identical information about the current phase of an NPD project. Next, they received condition‐specific information de‐ scribing a collaborative or adversarial interorganizational relationship and a collabora‐ tive or adversarial interpersonal relationship. Afterwards, they were asked to assess the relationship in terms of their perceived “base” level of the interorganizational and in‐ terpersonal trust in the buying organization and purchasing manager, respectively. In Stage 2, the participants received information about the negative event, a project delay, and they were again asked to judge their perceived level of interorganizational and in‐ terpersonal trust. The extent to which interorganizational and interpersonal trust de‐ creased, as compared with the initial, pre‐breach assessment, reflects the extent of inter‐ organizational and interpersonal trust loss, respectively. In Stage 3, participants read descriptions of one of the three repair processes (penance, regulation, and no substan‐ tive response as a control condition) and were again asked to judge the perceived level of interorganizational and interpersonal trust. I viewed the extent to which both inter‐ organizational and interpersonal trust changed as compared with the assessment post‐ breach/pre‐repair as reflecting the extent of interorganizational and interpersonal trust repair, respectively. For the data collection, I recruited 605 experienced sales and supply managers from a survey research firm. I adapted constructs for the dependent variables from seven‐point Likert scales. Average variance extracted (AVE) values were greater than .50 (Hair et al., 2010) and Cronbach’s alpha values exceeded the .70 threshold (Kline, 2000). A post hoc analysis revealed that statistical power was well above the threshold of .80, suggesting that the sample size was large enough for our research (Fugate et al., 2009). Chi‐square analyses of responses to the manipulation check questions revealed significant differ‐ ences across the interorganizational relationship conditions (χ2(1) = 376.5, p