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non-core operations to outside suppliers, this study addressed a timely managerial issue. Second, we also confirmed the importance of non-coercive power in developing the buyer's relationship commitment and increasing cooperative integration activities with the power holder(in this case, industrial suppliers). In particular, expert and referent power turned out to be most effective in building rapport with the buyer and inducing its strategic cooperation. Consistent with prior research, this study also affirmed the negative effects of coercive power in a supplier-manufacturer relationship.

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