An exploration of the ‘dark side’ associations of conflict, power and dependence in customer–supplier relationships

Johnsen, Rhona; Lacoste, Sylvie

doi:10.1016/j.indmarman.2015.12.011

Cited by 110 publications

(93 citation statements)

References 130 publications

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“…Moreover, there is interconnectivity between the three firms as Ogilvy and Mather 2019 (Jap and Anderson, 2007) and power and dependence relationships (Johnsen and Lacoste, 2016) between suppliers and customers.…”

Section: The Case Study Firmsmentioning

confidence: 99%

Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

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Purpose This study aims to fill a gap in branding literature concerning the effect of corporate brand relationships on brand value through the case study method in a business-to-business (B2B) context. The objectives of this study can be framed in the following three questions: what are the main constituents of a corporate brand; how does a corporate brand generate tangible and intangible brand value for their business customers; and how do tangible and intangible brand benefits influence relationship initiation and management practices of the case companies? Design/methodology/approach The study adopts a qualitative multiple cases study design by using archival data and both in-depth telephone and online interviews with senior representatives of the case study companies to investigate corporate branding and associated issues in a B2B context. Findings From a managerial perspective, this study reveals that corporate business culture, brand relationships, products and corporate identity and personality as the main constituents of a corporate brand in a B2B context. The results show that a corporate brand can generate intangible and tangible brand value benefits for business customers. The findings also note the importance of brand value in enhancing relationship initiation. Originality/value The study contributes to the branding literature by developing a conceptual model that explains the development and role of the corporate brand in a B2B context with its associated value creation and brand management outcomes. The findings advance brand management literature on business relationships, which addresses a gap in B2B contexts rather than mainly about product brand management and value creation in business-to-consumer contexts.

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Section: The Case Study Firmsmentioning

confidence: 99%

Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

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show abstract

“…Thus, some conflict is important to make the relationship more reliable and interesting, and even conflict is essential to group innovation and creativity (Johnsen and Lacoste, 2016). Hence, conflict can be constructive in work settings.…”

Section: Conflict Management and Creativitymentioning

confidence: 99%

How Different Styles of Conflict Management Determine Creativity? Exploring Petrochemical Companies in Oman

Durrah¹

2018

jeb

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“…Dependence on supplier is defined as the reliance of the manufacturer on the actions of its suppliers to achieve certain goals [20]. It reflects the importance of this relationship and bargaining power between the manufacturer and its suppliers [21]. In the relationship, distinct members often have different levels of dependence [22].…”

Section: Introductionmentioning

confidence: 99%

Dependence on Supplier, Supplier Trust and Green Supplier Integration: The Moderating Role of Contract Management Difficulty

2018

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This study aims to investigate the impacts of dependence on supplier and supplier trust on green supplier integration, and the moderating role of contract management difficulty. In this study, we develop a dependence-trust-integration model based on resource dependence theory, social capital theory and transaction cost theory. We examine the hypothesized relationships using hierarchical regression analyses based on data collected from 187 Chinese firms. Our findings suggest that dependence on supplier has positive impacts on green supplier integration and supplier trust. Supplier trust partially mediates the relationship between dependence on supplier and green supplier integration. In addition, contract management difficulty negatively moderates the relationship between supplier trust and green supplier integration. This research contributes to the literature by offering empirical evidence concerning the indirect relationship between dependence on supplier and green supplier integration via supplier trust, and the trust-integration link depends on the level of contract management difficulty.

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An exploration of the ‘dark side’ associations of conflict, power and dependence in customer–supplier relationships

Cited by 110 publications

References 130 publications

Corporate branding and value creation for initiating and managing relationships in B2B markets

Corporate branding and value creation for initiating and managing relationships in B2B markets

How Different Styles of Conflict Management Determine Creativity? Exploring Petrochemical Companies in Oman

Dependence on Supplier, Supplier Trust and Green Supplier Integration: The Moderating Role of Contract Management Difficulty

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