Interfirm Cooperation and Customer Orientation

By A. Rindfleisch, Christine Moorman. 2003

304 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6882e7281cde70c77a21c4f16f0e86d4b27e0646

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Strategic alliance contracts: dimensions and determinants of contractual complexity (2007, background): “…was horizontal or vertical since the former type of collaboration is more likely to involve overlapping knowledge and lower levels of trust (e.g., Rindfleisch and Moorman, 2003), while the rights and responsibilities of firms tend to be easier to specify for the latter type (e.g., Borys and…”
Working with Rivals: The Impact of Competitor Alliances on Financial Performance (2007, background): “By drawing a connection between our findings and those of Rindfleisch and Moorman (2003), we surmise that high-intensity CA may inhibit firm performance by dulling its customer focus.”
Buyer‐supplier relationships in a servitized environment: An examination with Cannon and Perreault's framework (2012, background): “Customer orientation is predetermined by levels of inter-firm cooperation (Rindfleisch and Moorman, 2003).”
On the Contingent Value of Dynamic Capabilities for Competitive Advantage: The Nonlinear Moderating Effect of Environmental Dynamism (2014, background): “…(2005: 495) finding in the medical instruments industry that 'R&D investments convert into revenue-generating products typically within a period of three years'; and (3) prior usage of a three-year lag in longitudinal survey studies on strategic alliances (Rindfleisch and Moorman, 2001, 2003).”
Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action (2020, background): “…horizontal coordination emphasizes time-bound interactions between a select group of peers; these interactions are regulated through formal contracts and oriented toward cost-sharing, as when firms form alliances to develop new products (Rindfleisch and Moorman 2003; Swaminathan and Moorman 2009).”
Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms (2008, background): “Following common practice in longitudinal survey studies (e.g., Rindfleisch and Moorman, 2003), in 2006 we collected information about firm performance (i.e., return on assets [ROA] in 2005) to test the causal link between managerial ties and performance .”
Choice and performance of governance mechanisms: matching alliance governance to asset type (2009, methodology): “…established methodology of Armstrong and Overton (1977) and looked for differences between early and late respondents under the assumption that late respondents are more similar to nonrespondents than early respondents to nonrespondents (c.f. Reuer and Zollo, 2005; Rindfleisch and Moorman, 2003).”
The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms (2011, background): “…1994, p. 22), customer orientation as the first component requires understanding not only the current needs of the customer, but also the whole value network of the customer, including customer's customer (Deshpande et al., 1993; Henneberg, Mouzas, & Naudé, 2009, Rindfleisch & Moorman, 2003).”