Firm Performance and Perceived Cooperation Relationship with Value Chain Partners:Moderating Effects of Market Dependence and Resource Complementarity

• Main Authors: Yi-FeiChen, 陳宜霏
• Other Authors: Hao-Chieh Lin
• Format: Others
• Language: en_US
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/50198620811340836001

碩士 === 國立成功大學 === 國際經營管理研究所碩士在職專班 === 100 === This research addresses the competitive dynamics perspective to examine the moderating roles of market dependency and resource complementarity on the relationships between a firm’s prior performance and its perceived cooperation relationships with upstream supplier and downstream customers. Research results based on a large sample collected from Taiwanese executives show that the better a firm’s past performance, the more its perceived cooperation relationships with upstream and downstream value-chain partners. More importantly, market dependency exerts a negative moderating effect on the perceived cooperation relationships with upstream suppliers while resource complementarity produces a positive moderating effect on the perceived downstream relationships. This study contributes to the competitive dynamics perspective by adjusting the competitor analysis framework of market-commonality and resource-similarity (MC-RS) to the cooperation contexts. An examination of how internal resource and external market concerns reinforce or mitigate a firm’s perceived relationships with value chain partners also extends the line of value chain studies.