Authors: Monika Sulimowska-Formowicz
The paper deals with the problem of experience-based learning in inter-organizational relations and relational competence components specifically dedicated to that purpose. Relational view and RBV regard firm’s relational experience as crucial to successful cooperation and gaining competitive advantage via IORs. Relational rents stem from inter- and intra-organizational structures, routines and sequential learning processes creating path dependency advantage of firm’s resources embedded in network of relations (Dyer & Singh, 1998: Lorenzoni & Lipparini, 1999: Kale et al., 2002: Gulati et. al., 2009). If relation is to translate into competitive and relational advantage sources it needs supporting mechanisms – relational competence (RC) (Lambe et al. 2002: Ritter et al. 2002: Walter et al. 2006: Kale & Singh 2007: Human 2009: Schreiner et al. 2009: Mitr?ga et al. 2012) – organizational procedures stimulating relational experience exploitation (Morgan & Hunt, 1994: Barney, 1995: Hunt & Morgan, 1996: Hunt, 2000). Relational competence is a dynamic one, it is a stable pattern of collective activities, learned over time, renewing aiming at congruence with the changing environment (Teece & Pisano, 1994: Teece, 2007). RC helps to build effective interaction of partners. RC and its components change their structure in actors’ interaction, affected by relation’s environment and atmosphere. (Hakansson & Snehota, 1995: Hakansson & Ford, 2002: Ford et. al., 2003: Hakansson et. al., 2009: Ford et. al., 2011). One of the crucial RC components is relational knowledge management capability. The paper develops the body of research on the role of knowledge management capabilities in successful IORs and corporate performance enhancement. The objective of this paper is to advance our understanding of relational capabilities’ influence on IORs success and their purposeful development. It addresses following research questions: 1.) What is the relationship between company’s relational experience, its relational knowledge management capability and performance in IORs? 2.) Are different types of relational experience equally valuable for a future success of a company in IORs? 3.) What are other capabilities supporting knowledge management in its influence on the ability to translate experience into positive IOR results? 4.) How do Polish companies use experience gained in business cooperation for their future? The paper is founded on questionnaire research conducted in 2014 among 253 Polish companies of diverse relational experience. Spearman correlation, hierarchical multiple regression, dominance and mediation analyses were used. The paper provides insights to better understanding of the mechanisms supporting successful inter-organizational cooperation by analyzing the impact of knowledge management competence and supporting competences on relations results. Research results indicate that knowledge management in relations is essential to increasing firm performance in IOR and to achieve its strategic goals. We have also found that not all kinds of partnering experience positively influence company’s relational competence development and partnership effectiveness and efficiency. Proper experience gathering management boosts firm’s relational competence components and leverages cooperation success. Results also prove that Polish companies successful in interorganizational cooperation are aware of the necessity to effectively use diverse experience and to develop knowledge management capabilities that are key drivers of IOR’s success.
Journal: n.a. (n.a. – n.a.)
Web Address: n.a.
Publish Year: 2016
Conference: Poznan, Poland (2016)