Managing appropriately in power regimes: relationship and performance management in 12 supply chain cases

Managing appropriately in power regimes: relationship and performance management in 12 supply... This paper reports the findings of a two‐year EPSRC funded research project into relationship and performance strategies in power regimes. The findings from 12 very different industrial and service sector cases studies demonstrate that there is a correlation between the ability to improve the performance of suppliers and the power circumstances that exist between the buyers and suppliers. Buyers appear to be able to achieve improved performance from suppliers in situations of buyer dominance or interdependence. The research also demonstrates that whatever the objective power circumstance managers often subjectively misperceive the appropriate sourcing choices available to them. As a result business relationships can be aligned, but they are often misaligned. Furthermore, misaligned relationships may be “remediable” but they may not. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Supply Chain Management: An International Journal Emerald Publishing

Managing appropriately in power regimes: relationship and performance management in 12 supply chain cases

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1359-8546
D.O.I.
10.1108/13598540410560748
Publisher site
See Article on Publisher Site

Abstract

This paper reports the findings of a two‐year EPSRC funded research project into relationship and performance strategies in power regimes. The findings from 12 very different industrial and service sector cases studies demonstrate that there is a correlation between the ability to improve the performance of suppliers and the power circumstances that exist between the buyers and suppliers. Buyers appear to be able to achieve improved performance from suppliers in situations of buyer dominance or interdependence. The research also demonstrates that whatever the objective power circumstance managers often subjectively misperceive the appropriate sourcing choices available to them. As a result business relationships can be aligned, but they are often misaligned. Furthermore, misaligned relationships may be “remediable” but they may not.

Journal

Supply Chain Management: An International JournalEmerald Publishing

Published: Dec 1, 2004

Keywords: Supply chain management; Sourcing; Buyer‐seller relationships; Channel relationships; Purchasing power

References

  • Measuring supply chain performance
    Beamon, B.M.

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