物流成本的管理和控制外文翻譯-其他專業(yè)-在線瀏覽
2025-03-24 03:33本頁面
【正文】 pply these theories to an Inter setting and concluded that neither of these theories can fully explain by itself value creation across different governance structures present in Inter business models. Therefore, Amit and Zott (2021) posit that transaction cost and strategic work theories plement each other in explaining the emergence of governance structures in Inter settings. Individually, transaction cost theory focuses on an exchange between two parties (., an ICF and a focal logistics service provider) as a discrete event that is valuable by itself, as it reflects the choice of the most efficient governance form and hence contributes to lower the exchange costs incurred by one of the parties, ., the ICF. Strategic work theory plements transaction cost theory because it considers the individual dyadic exchange collectively with other relational links that may acpany that exchange (Amit and Zott, 2021). This does not mean, however, that strategic work theory would bee the dominant research view, thus rendering transaction cost theory irrelevant. By articulating a framework necessary to define the choice regarding the most efficient governance form in the exchange between an ICF and its focal provider, transaction cost theory would actually pave the way for strategic work theory to define whether resources and services available through other links surrounding the ICF–provider exchange would confirm or modify that choice (Amit and Zott, 2021). Within operations management, our assessment of these theories answers calls by researchers to offer a better understanding of (1) decisionmaking mechanisms behind the development of relationships between firms (Mabert and Venkataramanan, 1998) and (2) managerial decisions concerning logistics operations in interfirm relationships (Grover and Malhotra, 2021). As a result, our research contributes to the operationsmanagement literature because it offers a more detailed understanding as to why firms, in this case ICFs, utilize alternative structures to incorporate solution specialists, in general, and logistics service providers, in particular, into their distribution channels. Moreover, in studying decisions about the management of interfirm exchanges, our research conceptualization follows that introduced by Choi et al. (2021) and Choi and Hong (2021), who advocated that operational decisions around interanizational exchanges be positioned within larger works of firms. However, by focusing on logistics services necessary to carry out the fulfillment of customer orders, we extend those conceptualizations from a manufacturing context to a service setting. This allows us to study not only cost considerations, but also valueadding parameters in decisions to incorporate worked governance structures to connect with other distributionchannel members. Our assessment of decisions by ICF management to form worked governance structures also contributes to literature in service operations management. With the advent of Inter merce, experts predicted that greater opportunities for information interaction between ICFs and other distributionchannel members would lead to
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