Managing Collaborative Synergy in the Crane Industry
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Abstract
This study explores the key factors vital to Principal-Distributor Collaboration (PDC) in the context of the crane industry in Singapore, Malaysia and Indonesia. It explains the social processes that Principals use to address differing interests throughout the course of the PDC.
Applying Glaser’s (1978, 1992, 1998, 2001) emergent approach to grounded theory, 150 interviews were conducted with 50 participants from these countries. The main professional concern of participants throughout the course of the PDC was the need to achieve corporate objectives, within a certain time frame, whilst also having to rely on the cooperation of key managers from the partnering firm. Key decision makers continuously resolve their professional concern through the basic social process of Managing Collaborative Synergy (MCS). The theory of MCS suggests that the way in which Principal firms manage the PDC is by giving attention to the three interdependent dimensions of Competitiveness Initiating, Confidence Building and Conformance Setting.
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