Type of Relationships and Their Management Towards Quality and Performance in the Textile and Apparel Industry: A Literature Review

Type of Relationships and Their Management Towards Quality and Performance in the Textile and Apparel Industry: A Literature Review

José M. Lavín (CESINE University Centre, Spain)
DOI: 10.4018/978-1-7998-1859-5.ch001
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Relations within the textile and apparel industry have varied considerably in recent years. New modes of relationship management and the emergence of new international actors have altered traditional concepts. In the chapter, the authors study the reflection of these variations in inter-organizational and intra-organizational relations, especially by reviewing 42 articles reported in journals and conference proceedings from the ISI Web of Knowledge database, finding 28 articles on the subject mentioned. A classification of the 28 articles has been made based on their context, their sources of results, the stakeholders that appear, and their final results. The contributions are shown in each of the two areas mentioned and which is the most studied. Later on, an account is made of the main theoretical bodies mentioned in the articles, and finally, it is observed that while marketing and supply chain management, belonging to inter-organizational relations are widely mentioned, intra-organizational relations have less value, especially in the question of human resources.
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The Management Of Relationships Towards Quality And Performance

Two major types of relationships can be identified in the literature: inter and intra- organizational relationships. Inter-organizational relationships refer to “two or more organizations coming together to achieve a goal, perform a task and/or provide a service” (Carr, Muthusamy & Lee, 2008: 87), while intra-organizational relationships are the kind of relationships maintained internally between departments or divisions of an organization (Mena, Humphries & Wilding, 2009).

In the case of both types of relationships, organization theory underlines the resource allocation issues. Organizations establish inter-organizational relationships in order to ensure the flow of resources controlled by other organizations (Mizruchi & Galaskiewski, 1993). On the other hand, Oliver C. (1990) proposes six determinants of inter-organizational relationships:

Key Terms in this Chapter

Inter-Organizational Relationships: Two or more organizations that establish a relationship for the achievement of common goals.

Social Exchange Theory: Is based on the fact that human relations are based on a cost-benefit analysis and the analysis of the alternatives between them.

Intra-Organizational Relationships: Relationships maintained internally between departments, divisions, and employees of an organization.

Network Theory: It contributes to the understanding of the formation of bonds within a community.

Disconfirmation Expectation Theory: Explains the feelings of satisfaction, frustration, expectation, hope, or dissatisfaction that occur after a purchase or transaction.

Relationships Quality: The strength of the relationship among the parties involved.

Resource-based view: A framework for managing a company's strategic resources in order to achieve a lasting competitive advantage.

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