Understanding interfirm relationships in the era of digital transformation

Project summary

Currently, the strategic environment of businesses is changing faster than ever. Among all the changes experienced by businesses, the emerging digital transformation is creating the biggest contextual development globally. As a consequence, contemporary companies need to review their traditional business models for inter-firm collaboration and relationship coordination to meet the rapidly changing expectations, requirements and characteristics of existing or potential strategic partners.

There are many different types of interfirm relationships that companies can engage with, such as strategic alliances, joint-ventures, supply chain partnership, consortiums, R&D partnerships etc.

All these relationships will face dramatic new challenges from the trend of digital transformation, to name but a few, blockchain, big-data analytics, AI, Internet-of-Things, additive manufacturing, etc. A big gap in research is to be filled with important new advances in theory, methodology and practice.

Therefore, candidates are encouraged to focus on one or the other topic areas to understand the new challenges to different stages of the lifecycle of interfirm relationships—from formation, maintenance to dismissal—to optimized relationships, to understand effective mechanisms, influential factors, success factors, and to propose new solutions and alternative models of interfirm relationship management in the future.

Entry requirements

International students may also need to meet our English language requirements. Find out more about our entry requirements for international students.

Project specific requirements must align with the University’s standard requirements

• Applicants will need either a first-class or upper second class honours degree in relevant subjects including, Strategic Management, Operations Management, Information Systems/Information Management, and Supply Chain Management,
• Good knowledge of or ability to quickly learn quantitative/qualitative research methods and quantitative/qualitative analysis techniques
• Relevant industrial experience preferred.

How to apply

Please contact Professor Qile He ( Q.He@derby.ac.uk ) in the first instance.

The University has four starting points each year for MPhil/PhD programmes (September, January, March and June). Applications should be made at least three months before you would want to start your programme. Please note that if you require a visa additional time will be required.

Funding

Self-funded by student. There is a range of options that may be available to you to help you fund your PhD.

Supervisor

Professor Qile He is a Professor of Strategy and Performance Management within the College of Business, Law and Social Science at the University of Derby.

References

We are looking for ambitious and talented students to join our dedicated research community where we will support you on your own research journey through to graduation. These pages give you all the i...

If you decide to design your own PhD project, you will need to write a research proposal that will form part of your application. Before applying, you should review the critical literature in your sub...

Find out what the tuition fees are for PhDs and MPhils at Derby, as well as what sources of funding there are to help pay for them.

• He, Q., Meadows, M., Angwin, D., Gomes, E., & Child, J. (2020). Strategic Alliance Research in the Era of Digital Transformation: Perspectives on Future Research. British Journal of Management, 31(3): 589–617
• He, Q., Ghobadian, A., & Gallear, D. (2021). Inter-Firm Knowledge Transfer between Strategic Alliance Partners: A Way Forward. European Management Review, IDOI: 10.1111/emre.12447
• Gallear, D., Ghobadian, A., He, Q., Kumar, V., Hitt, M. (2021). Relationship between selection / evaluation routines and risk perception and formation of supplier partnership. Production Planning & Control. https://doi.org/10.1080/09537287.2021.1872811
• Wu, Q., and He, Q. (2020) "Integrating DIY Laboratories into Pharmaceutical R&D Networks: An Innovation Ecosystem Perspective", Technological Forecasting & Social Change, 161. https://doi.org/10.1016/j.techfore.2020.120336
• Azzam, A. a., He, Q., & Sarpong, D. (2020). The role of knowledge creation modes in architectural innovation. Strategic Change, 29, 77-87
• He, Q., Gallear, D., Ghobadian, A., & Ramanathan, R. (2019). Managing Knowledge in Supply Chains: A Catalyst to Triple Bottom Line Sustainability. Production Planning & Control, 30(5-6): 448-463
• He, Q., Ghobadian, A., Gallear, D., Beh, L.-S., & O'Regan, N. (2016). Towards conceptualizing reverse service supply chains. Supply Chain Management: An International Journal, 21(2): 166-179
• Gallear, D., Ghobadian, A., & He, Q. (2015) ‘The mediating effect of environmental and ethical behaviour on supply chain partnership decisions and management appreciation of supplier partnership risks’. International Journal of Production Research, 53(21), pp. 6455-6472
• He, Q., Ghobadian, A., & Gallear, D. (2013). Knowledge Acquisition in Supply Chain Partnerships: The Role of Power. International Journal of Production Economics, 141(2): 605-618
• He, Q., Gallear, D., and Ghobadian, A. (2011) ‘Knowledge transfer: The facilitating attributes in supply chain partnerships’. Information Systems Management, 28(1), 57-70
• He, Q., Ghobadian, A., Gallear, D., & Sohal, A. (2006) ‘Knowledge transfer between supply chain partners: A conceptual model’. International Journal of Process Management and Benchmarking, 1(3), 231-262

Research areas