Journal: Journal of Business Logistics
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Publisher
Wiley-Blackwell
9 results
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Publications 1 - 9 of 9
- Supply Chain Theorizing in a Fast-Changing WorldItem type: Journal Article
Journal of Business LogisticsBusse, Christian (2014) - Sustainability and the False Sense of Legitimacy: How Institutional Distance Augments Risk in Global Supply ChainsItem type: Journal Article
Journal of Business LogisticsBusse, Christian; Kach, Andrew P.; Bode, Christoph (2016) - Handling Nonresponse in Logistics ResearchItem type: Journal Article
Journal of Business LogisticsWagner, Stephan M.; Kemmerling, René (2010) - Strategic and Operational Determinants of Relationship Outcomes With New Venture SuppliersItem type: Journal Article
Journal of Business LogisticsZaremba, Boris W.; Bode, Christoph; Wagner, Stephan M. (2016) - Multidisciplinary and Multimethod Research for Addressing Contemporary Supply Chain ChallengesItem type: Journal Article
Journal of Business LogisticsSanders, Nada; Wagner, Stephan M. (2011) - Driving Trucks and Driving Sales?Item type: Journal Article
Journal of Business LogisticsBode, Christoph; Lindemann, Eckhard; Wagner, Stephan M. (2011) - Do Perceptions Become Reality?Item type: Journal Article
Journal of Business LogisticsZsidisin, George A.; Wagner, Stephan M. (2010) - Global Sourcing Decision-Making Processes: Politics, Intuition, and Procedural RationalityItem type: Journal Article
Journal of Business LogisticsStanczyk, Alina; Förstl, Kai; Busse, Christian; et al. (2015) - Microfoundations of dynamic new venture partnering capabilitiesItem type: Journal Article
Journal of Business LogisticsWagner, Stephan M.; Kurpjuweit, Stefan (2024)Managing relationships with new venture suppliers require the adaptation of supplier management practices and routines. This research builds upon the dynamic capabilities perspective to explicate the ability to partner effectively with new venture suppliers as a dynamic capability. We argue that new venture partnering capability (NVPC) encompasses sensing, seizing, and transforming capabilities. Firms with sensing capabilities can interpret new ventures' value propositions and then match them to the needs of their business units. Seizing capabilities allow firms to coordinate and develop the relationship with a new venture supplier to capture value. Transforming capabilities enable firms to adapt resources and reconfigure their sensing and seizing capabilities. Our findings suggest that firms accelerate the transformation and strengthen dynamic NVPCs by applying entrepreneurial behavior through high-quality and regular interactions with new venture suppliers and embedding a dedicated new venture function. We also find that dynamic NVPCs can reside at different levels and that entrepreneurial managers can stimulate the development of organizational NVPCs. In general, we provide further empirical evidence on how buying firms can more effectively leverage the potential of new venture suppliers.
Publications 1 - 9 of 9