Long term orientation

Long-term orientation depends on the firm s willingness to establish a longterm relationship and make relationship-specific investment (Sheu et al. 2006). Successful supply chain partnerships will be nurtured when parties involved show willingness to work together for long time and commit diverse assets to future 

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To ensure the success of such a journey a future oriented, flexible, and expandable concept has to be developed and maintained continuously. Beside the technical concept it is very important to get the required buy in from the IT specialists, who have to realize this journey, and a clear long term oriented governance stmcture, which takes care of the process, the developed solutions and the continuous change of involved people over such a long period of time [16]. 

Ganesan, S., 1994. Determinants of long-term orientation in buyer-seller relationships. Journal of Marketing 58, 1-19. 

Transaction Cost Economics (TCE) provides the most common theoretical framework for contracts and vertical integration in livestock production. Contracts may reduce moral hazard problems through centralized decisions about input factors (feed, genetic, etc.) and production standards. The problem of adverse selection in case of unobservable quality characteristics (credence attributes) is decreased by contract systems with inherent monitoring approaches. A long-term orientation could enhance the processors ability to introduce new technologies. 

Sunrise Manager—Possessing a long-term orientation looking for the... 

Collaborative culture is considered as another important antecedent variable with four subcomponents collectivism, long term orientation, power symmetry, and uncertainty avoidance. Collectivism and long term orientation are identified based on trust based rationalism. Power symmetry is viewed from resource dependence theory and social exchange theory. Uncertainty avoidance is evaluated based on transaction cost economics. 

To have a more comprehensive view of supply chain collaboration, organizational culture, as an important organizational context, must be incorporated into the understanding of the phenomenon (Orlikowski 1993). Four elements of collaborative organizational culture are investigated collectivism, long-term orientation, power symmetry, and uncertainty avoidance (Table 3.3). They are firm-level equivalents of the national-level dimensions proposed by Hofstede (1980, 1991). Hofstede s (1980) another dimension, masculinity, is not included in this study because it is difficult to adapt it to the supply chain context. Kumar et al. (1998) have tried to tailor masculinity to the firm level as earning power and dominance, which is captured by the dimension of power symmetry in this study. 

Collectivism Long Term Orientation Power Symmetry Uncertainty Avoidance... 

LONG TERM ORIENTATION Our firm wants and expects to have a long-term relationship with supply chain... 

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