Relationship orientation

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The relationship orientation (Engl. Relational view) is a theory of strategic management .

Relational view is complementary to resource-based view and differs mainly in terms of its network focus.

RV sees the embedding of resources in corporate relationships as the essential source and barrier of competitive advantages . The focus is on the analysis of permanent competitive advantages that originate in cross-company relationships and are firmly embedded in them.

Analogous to the resource-based view, the RV distinguishes between four sources of competition :

  • Relationship- specific resources
  • Inter-organizational routines for exchanging and combining knowledge
  • Complementary resources and skills
  • Effective institutional framework for network management and control

and four barriers to imitation:

  • Mutual linking of inter-organizational resources (source: relationship- specific resources, knowledge sharing routines )
  • Shortage of partners (source: complementary resources, first mover advantages )
  • Insufficient divisibility of resources (separation of relationship-specific resources impossible)
  • Institutional framework

Strategic resources in RV lead to the achievement of relational rents that are firmly embedded in the network context. To do this, the company must have the strategic advantages of the individual network companies and the network in its sights.

Relational pensions are not only based on inter-organizational resources from individual partners, but also on resources that are exclusively anchored in the network structure . Relational rents are an attribute of the entire network and not an individual (partner) company.

literature

  • JH Dyer, H. Singh: The relational view: Cooperative strategy and sources of interorganizational competitive advantage. In: Academy of Management Review. Volume 23, No. 4, 1998, pp. 660-679.
  • D. Lavie: The competitive advantage of interconnected firms: An extension of the resource-based view. In: Academy of Management Review. Volume 31, No. 3, 2006, pp. 638-658.