نقش بنیان های خرد سطح فردی و تحولات اجتماعی
Abstract
1- Introduction
2- Theoretical framework and literature review
3- Methodology
4- Data analysis and results
5- Discussion and conclusion
References
Abstract
The roles and commitment of employees within global strategic partnerships are imperative to their success. Whilst previous studies have addressed certain individual-level microfoundations and social change in an interpretivist manner, this study first proposes a theoretical framework consists of individual-level microfoundations, social change and affective organizational commitment—interlinked with social identity theory. We then validate the 16-item scale for individual-level microfoundations and the 24-item scale for social change based on data collected from global strategic partnerships. For testing of our conceptualization, path modeling finally confirms significant relationships between the constructs. Our findings further present the partial mediating role of social change between individual-level microfoundations and affective organizational commitment. Therefore, the study provides a new pathway in advancing our understanding of global strategic partnerships. It also validates two new constructs directly relevant to managing global strategic partnerships. We discuss theoretical and practical implications of these linkages and contributions, and conclude by providing suggestions for future research.
Introduction
Global strategic partnerships strengthen relationships among business partners, facilitating better products and services across multiple territories through inter-firm collaboration. The rise of such partnerships has demonstrated a multitude of benefits that can accrue from such collaborations. Some partnerships have specifically focused on generating mutual growths in innovation, through for instance sharing research and development platforms, such as in the strategic partnership between Brazil and the European Union (Saraiva, 2017) or between the Manmohan Memorial Institute of Health Sciences (MMIHS) in Nepal with Bournemouth and Liverpool John Moores Universities (Van Teijlingen et al., 2018). The strategic partnership between Indian IT vendors and Western clients has benefitted from expansions in interorganizational and boundary spanning activities (Søderberg and Romani, 2017). Market and product share expansion remains a popular mutual benefit, evident in the strategic partnership between Huawei and the Synnex Group (Haveman and Vochteloo, 2016) and subsequently between Huawei with Intel (Huawei, 2014). Fu et al. (2018) also note the benefits in improving learning and knowledge acquisition, again between Huawei but with ZTE. Liang (2016) reports on the strategic partnership between Fox and Apple, and through integrating production networks, how both firms benefited from enhanced value chain processes. Multi-stakeholder strategic partnerships can also generate mutual gains such as in AEG's partnership with the National Basketball Association in China to foster trust with the local government in Shangai and other local partners (Yao and Schwarz, 2017). Given the variety of mutual benefits possible, Bamford et al. (2003) concluded strategic partnerships can fuel the success of a wide range of organizations—global strategic partnerships thus play a vital role in the modern era of inter-firm collaborations.