Browsing by Author "Koulikoff-Souviron, Marie"
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Item Open Access Characteristics of reciprocal dyadic supply relationships and related people management practices: a cross-case comparison of an inter- and an intra-firm context(Cranfield University, 2003) Koulikoff-Souviron, Marie; Harrison, Alan; Harris, HilaryItem Open Access Characteristics of Supply Relationships and related People Management Issues(2003-07-01T00:00:00Z) Koulikoff-Souviron, Marie; Harrison, AlanA large body of research exists on inter-organisational relationships and related concepts such as partnerships and strategic alliances. This is sometimes criticised for too much attention paid to the antecedents rather than to the management stage. Thus, Spekman et al. (1998) state: “It would appear that while academics purport to understand the concept of alliance formation, the practice of alliance management continues to pose a significant challenge” (p.7Item Open Access Interdependent supply relationships as institutions: The role of HR practices(Emerald Group Publishing Limited, 2008-05-01T00:00:00Z) Koulikoff-Souviron, Marie; Harrison, AlanThis paper aims to use institutional theory to explore the role of human resource (HR) practices as carriers in the evolution of interdependent supply relationships. Design/methodology/approach – This is a qualitative study of an inter-firm supply relationship where the two partners were interdependent as a result of a “closed loop” supply relationship. The paper explores the perspectives of employees at multiple levels within both partners, and collects pluralist evidence from 36 interviewees from both sides of the dyad. It collects documentary evidence such as minutes, contractual agreements and HR documents. This paper re-analyses the evidence from earlier work using an institutional theory framework. Findings – Using Scott's “three pillars” the paper shows that HR practices can act as carriers of regulative, normative and cultural-cognitive elements in interdependent supply relationships through both formal and informal mechanisms. Regulative elements were less evident, but could be fundamental in shaping the other two. A tension was found between institutional pressures at the inter- and intra-firm levels, an emergence of innovative practices and new routines at inter-organizational level, and an evolution over time that could involve a de-institutionalisation of the relationship as a result of internal priorities competing with the resource requirements of the supply relationship. Originality/value – The paper addresses the interface between OM and organisational theory. Areas are proposed where institutionalisation of a supply relationship can be strengthened or weakened. The findings further challenge the view of supply relationships as a “spectrum” in which progress is unidireItem Open Access The pervasive human resource picture in interdependent supply relationships(Emerald Group Publishing Limited, 2007-01-01T00:00:00Z) Koulikoff-Souviron, Marie; Harrison, AlanThis paper aims to explore the influence of human resource (HR) practices in shaping inter-organisational supply relationships, and to describe the extent to which supply partners seek to adapt their internal HR practices to the external relationship. Design/methodology/approach - Inter-organisational relationships are known to be multi-dimensional in nature. Using seven dimensions to collect empirical evidence, the focus was on a dyadic supply relationship as the unit of analysis. A total of 48 interviews was undertaken from informants in both organisations. Findings - It is shown that the supply relationship tends to be taken for granted at operational levels, and not subject to the relatively high levels of strategic alignment to be found at senior levels in both organizations. Operational aspects of the relationship are tested primarily in failure mode when poorly prepared to respond, for example, as a result of facility breakdowns and quality problems. Inter-organisational HR practices were relatively weakly prioritised and - despite their acknowledged importance at operator level - were not clearly identified and supported in the way that intra-organisational practices were. Originality/value - An in-depth, operations-based study of HR practices has been undertaken in a reciprocally interdependent supply relationship from the perspectives of both partners.