Creating supply chain relational capital: The impact of formal and informal socialization processes

By Paul Cousins, Robert B. Handfield, Benn Lawson, K. Petersen. 2006

570 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/066bc71db9598fb8dd230faae2253bd610058769

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Advanced manufacturing systems: socialization characteristics and trends (2015, background): “…demand, etc. Responding to this changing environment, the manufacturing industry and the related enterprises are paying increasing attention to the agile, networked, serviceoriented, green, social, and other manufacturing characteristics (Kastalli and Looy 2013; Rusinko 2007; Cousins et al. 2006).”
The effect of unethical behavior on trust in a buyer–supplier relationship: The mediating role of psychological contract violation (2009, background): “Recently, research in operations management has emerged that added social psychological variables to research structures consistent with a behavioral decision research perspective (Johnston et al., 2004; Griffith et al., 2006; Cousins et al., 2006).”
Social capital configuration, legal bonds and performance in buyer–supplier relationships (2011, unknown): “Similarly, social interaction ties have also been linked to performance improvements and value creation in buyer-supplier relationships (Cousins, et al., 2006; Kale, Singh and Perlmutter, 2000), because they provide a forum whereby buyers and suppliers can share information and identify gaps that…”
Supplier development and the relationship life-cycle (2011, background): “Third, social capital enhances the efficiency of buyer–supplier relationships resulting in the creation of opportunities that may not otherwise have been possible (Cousins et al., 2006; Krause et al., 2007; Lawson et al., 2008).”
Knowledge sharing, intellectual capital and firm performance (2014, background): “By building relational capital with customers or partners, firms may find new and improved ways to do business by learning from others’ advanced experiences and becoming more innovative (Cousins et al., 2006; Dewhurst and Navarro, 2004).”
Management control systems in innovation companies: a literature based framework (2014, background): “…within supply chains, enterprises learn from their business partners social values e.g. their “rules of thumb, special language, ideology that helps to edit a member’s everyday experience, standard or relevance of work, prejudices, and models for social etiquette” (Cousins et al. 2006, p. 853).”
Intellectual capital and firm performance: the mediating role of innovation speed and quality (2018, background): “This is essential to its success because not all the knowledge necessary for innovation is located within the firm’s boundaries (Capello & Faggian, 2005; Cousins et al., 2006).”
The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital (2017, background): “A number of studies have provided evidence that relational social capital has significant effects on the improvement of quality, cost, flexibility, and productivity performance [93,95,96].”
The dark side of buyer–supplier relationships: A social capital perspective⋆ (2011, background): “Further, previous studies have limited the analysis of social capital to its relational dimension (Cousins et al., 2006; Johnston et al., 2004), structural dimension (Capaldo, 2007), or a combination of the two (Autry and Griffis, 2008; Lawson et al., 2008).”
Intellectual Capital, Technological Innovation and Firm Performance: Evidence from China’s Manufacturing Sector (2019, background): “Through RC, organizations can obtain more innovative ideas by learning from other experiences [3,58] and sharing knowledge and information with their vendors, suppliers, and consumers.”
The impact of relational governance on performance improvement in export manufacturing firms (2018, background): “Through formal interaction ties and integration of resources, improved operational efficiencies and product design (Cousins et al., 2006).”
An organizational entrepreneurship model of supply management integration and performance outcomes (2009, methodology): “Firms with proactive and world-class supply management programs are differentiated by hybrid governance structures, where supply managers work closely with business stakeholders to scan the supply market, collect market intelligence, identify opportunities to integrate suppliers with internal requir”