Table 1 Analysis grid of the role of classification societies in the international shipping market
DIMENSIONS | INDICATORS | FEATURES |
|---|---|---|
Power | Reward Sanction | The ability of classification societies to influence [French and Raven (1959), Filser (1989), Filser, and des Garets, V. and Paché, G. (2012)] |
Need for resources Availability of resources | Level of information resource dependency [Emerson (1962)] | |
Value-added appropriation Value-added contribution | Value-added level of classification company services [Porter (1986), Cox (2001)] | |
Leadership | Expertise Legitimacy Creation of a common vision | Recognition by third parties [Defee (2010), Fabbe-Costes (2010)] |
Size Span of activities Customer portfolio | Weight of the leader [Bowersox and Closs (1996)] | |
Position in the network (central, peripheral) Coordination of activities Central role vs satellites | Leader’s position [Ellram and Cooper (1990), Defee (2010), Lavastre et al., (2016)] | |
Conflict | Divergent objectives Divergent strategies | |
Negligence Accommodation Domination Compromise Cooperation | Resolution methods [Angelmar and Waldman (1975)] | |
Joint strategies Persuasion Negotiation Mediation Functional or dysfunctional outcomes | Management Strategies [Dant and Schul (1992)] | |
Cooperation | Outsourcing partnership Symbiotic partnership Strategic alliance | Types of cooperative approaches [Garrette and Dussauge (1995)] |
Continuous process of repetitive activities Common goals and specific asset creation Win-win logic Performance search | Major features [Dornier and Fender (2001)] | |
Simple (operational) coordination Partial cooperation (operational and tactical) Cooperation accomplished (operational to strategic) | Modes of cooperation [Dornier and Fender (2001)] |