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Structural Embeddedness (structural + embeddedness)
Selected AbstractsSTRUCTURAL EMBEDDEDNESS AND SUPPLIER MANAGEMENT: A NETWORK PERSPECTIVE,JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2008THOMAS Y. CHOI The concept of structural embeddedness refers to the importance of framing suppliers as being embedded in larger supply networks rather than in isolation. Such framing helps buying companies create more realistic policies and strategies when managing their suppliers. Simply put, the performance of a supplier is dependent on its own supply networks. By adopting the concept of structural embeddedness, we learn that a buying company needs to look at a supplier's extended supply network to arrive at a more complete evaluation of that supplier's performance. By doing so, a buying company may do a better job of selecting suppliers for long-term relationships and may also find value in maintaining relationships with poorly performing suppliers who may potentially act as a conduit to other companies with technological and innovative resources. [source] The Embedded Nature of Rural Legal Services: Sustaining Service Provision in WalesJOURNAL OF LAW AND SOCIETY, Issue 2 2007Alex Franklin There is a considerable amount of literature on embeddedness as part of sociological theory of economic action. Cultural and structural embeddedness often work together to shape the framework of economic relations, but, in an analysis of rural solicitors, we find unevenness between cultural and structural embeddedness. There are strong traits of the former, through a sense of place and belonging, but much less evidence of the latter with the structural relationships appearing relatively weak and underdeveloped. In a discussion supported by empirical data from a recent survey of rural legal practices in Wales, a number of causes are identified. The paper concludes that trends towards increasingly specialized rather than generalized legal service provision, set alongside the increasingly differentiated nature of rural space, suggest that the longer-term sustainability of rural legal practices may require both greater investment at the level of structural embeddedness alongside continuing reinvestment at the cultural level. [source] Membership Matters: On the Value of Being Embedded in Customer NetworksJOURNAL OF MANAGEMENT STUDIES, Issue 6 2010Øystein D. Fjeldstad abstract Learning about customers and their contexts is vital to firm strategy. We examine how firms can learn by participating in their customers' networks. Specifically, we explain how a bank can increase the value that it creates for customers by being embedded in the networks in which the customers are embedded. We argue that knowledge pertinent to a particular customer is available in the network of affiliated, inter-related customers, and that being structurally embedded in this network can help banks overcome information asymmetries. We use hierarchical linear modelling to test the argument that a bank's structural embeddedness in its customers' network positively affects the bank's ability to offer favourable credit terms. We find that not only does such structural embeddedness affect credit terms, but it also moderates the effects of previously examined relational embeddedness on credit terms. [source] STRUCTURAL EMBEDDEDNESS AND SUPPLIER MANAGEMENT: A NETWORK PERSPECTIVE,JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2008THOMAS Y. CHOI The concept of structural embeddedness refers to the importance of framing suppliers as being embedded in larger supply networks rather than in isolation. Such framing helps buying companies create more realistic policies and strategies when managing their suppliers. Simply put, the performance of a supplier is dependent on its own supply networks. By adopting the concept of structural embeddedness, we learn that a buying company needs to look at a supplier's extended supply network to arrive at a more complete evaluation of that supplier's performance. By doing so, a buying company may do a better job of selecting suppliers for long-term relationships and may also find value in maintaining relationships with poorly performing suppliers who may potentially act as a conduit to other companies with technological and innovative resources. [source] | ||||||||||