| dc.description.abstract | The inter-organizational relationships (IRs) theory existed a long time ago and is
very famous in many fields such as societies, economics, policies and administration
science (Weber, 1947), in health and welfare agencies (Phillips, 1960; Hage &
Aiken,1971) in Midwest, in the marketing field (Palmatier et al., 2007), in accounting field
(Dekker, 2004), in Spain tourism clusters (Elche et al., 2018), in hospitality field (MedinaMunoz & García-Falcón, 2000). The IRs are well-known to answer the question of why
organizations participate in exchange relationships and what factors of IRs affect
successful relationships. Oliver (1990) showed the reasons to establish and motivate
organizations to engage in IRs based on necessity, asymmetry, reciprocity, efficiency,
stability, and legitimacy. Vietnam's tourism experienced impressive growth from 2008 to
2019, but it has weakened due to the impact of the pandemic up to the present. Therefore,
what should the travel companies and their partners do to overcome the crisis caused by
the COVID-19 pandemic? This research refined and extended prior works identifying
antecedents of inter-organizational relationship performance (IORP) and developed a more
comprehensive framework examining how factors of alliance management practices
(AMP), trust, and commitment facilitate the achievement of IORP. The aim of this study is
to identify the relationships between factors of AMP affect trust, and commitment.
Moreover, what factors of alliance management practices (AMP), trust, and commitment
affect IORP between travel companies and their partners in Vietnam? Furthermore, how
their effects lead to IORP through the mediating roles of trust and commitment with
integrating an RDT and TCT. This study employed mixed methods, is better to clarify a
deeper understanding of the IORP phenomenon complexity in this research problem
(Pikkemaat et al., 2020), combines qualitative and quantitative data collection and analysis
procedures (Creswell & Clark, 2017). First, a qualitative approach by conducting in-depth
interviews from July to September 2019 that were conducted to explore the concepts of
IORP, factors of AMP, trust, and commitment, these dimensions manifested in the travel
companies. Then, based on the results of qualitative findings and existing literature, a
questionnaire survey was developed, it is an instrument to survey senior managers of travel companies. With using a self-administered questionnaire survey to collect data from 319
SMEs of travel companies during the COVID-19 pandemic from December 2019 to April
2021, and data analysis with a partial least squares structural equation modeling (PLSSEM) using Smart-PLS software (version 3.0) to determine the path coefficient among
these latent constructs. The empirical results reveal that three out of five factors of AMP
(COMU, CORD, PART) have positive effects on commitment and trust toward IRs, as
well as the findings predicted four factors of AMP (commitment, coordination, trust,
frequency of interaction) with a strong significant influence on IORP, lead to the travel
companies engage more in IORP. Moreover, a positive correlation was found between
trust and commitment. However, the impact of the direct and indirect impact of flexibility
on trust, commitment, and IORP is relatively limited. Interestingly, communication and
participation have indirect impacts on IORP through the mediating roles of trust and
commitment, as well as also indirectly affecting commitment through trust. Moreover, the
findings address the gap that proved the mediating roles of trust and commitment partially
mediate between factors of AMP and IORP, it indicated that the mediating roles of trust
and commitment are important in shaping an organization’s behavior to create
communication, participation lead to enhance IORP, the alliance relationships between
travel companies were confirmed based on four reasons are necessity, efficiency, stability,
and legitimacy for the travel companies engage in IRs with their business partners. From
the results, this study provides new insights into the literature on tourism, and alliance
relationships regarding trust, commitment, coordination, communication, participation,
frequency of interaction, and IORP. In addition, the results can guide indispensable
strategies that travel companies and tourism sectors can use to improve the outcomes of
tourism sectors in terms of long-term collaboration and whether to create or continue a
relationship is strategically advantageous, as well as improving the success of the ongoing
relationship between the travel companies and their business partners. This study also
provided some suggestions for the tourism companies and other tourism sectors to be
aware of the need to form exchange relationships with other partners to sustainably survive
and develop together. | en_US |
