Abstract:The academic discussion of power in supply chains has changed from a discussion of the use of coercive power to one which emphasizes the role of trust in embedding co-operation and disincentivizing opportunism. Whilst a number of empirical studies have suggested the former is alive and well, this paper argues that power relations may also be constituted by the self-perceptions of weaker actors as much as by the explicit actions of more powerful ones. This study explores the role of power through the perception… Show more
“…There was wide agreement among the civil society, government and citizens participants that the power lies in the hands of the few big players in the food industry, which is in line with research in this area (Brooks et al, 2017; Carey et al, 2016; Ludwig & Nestle, 2008; Swinburn et al, 2019). For example, one citizen reported:The food industry is powerful, and someone has to arbitrate [Citizen 8 th focus group] .It was also acknowledged that this power has been concentrated there because of a lack of governance, which has also been identified as a big challenge around the world by the World Economic Forum (2017).…”
Section: Resultssupporting
confidence: 57%
“…There was wide agreement among the civil society, government and citizens participants that the power lies in the hands of the few big players in the food industry, which is in line with research in this area (Brooks et al, 2017;Carey et al, 2016;Ludwig & Nestle, 2008;Swinburn et al, 2019). For example, one citizen reported:…”
Policymakers are still struggling to deliver effective nutrition policies, as nutrition policy development can be lost among other competing demands from what is a complex, interconnected food system. Therefore, we explored the relevance of including a wider (relational) marketing perspective to enable effective nutrition policy formulation through in‐depth interviews with food system stakeholders and focus groups with citizens. A relational approach would release the potential to build trust and collaboration, necessary for policy implementation, by focusing on the shared goal of citizen wellbeing. A power shift is needed from large corporations to governments and end‐users (consumers/citizens). For this to happen, governments need to address power sources to orchestrate policy development, rather than merely monitoring the actor set. Acknowledged interdependence that re‐balances power and includes citizens' input in nutrition policy development is vital.
“…There was wide agreement among the civil society, government and citizens participants that the power lies in the hands of the few big players in the food industry, which is in line with research in this area (Brooks et al, 2017; Carey et al, 2016; Ludwig & Nestle, 2008; Swinburn et al, 2019). For example, one citizen reported:The food industry is powerful, and someone has to arbitrate [Citizen 8 th focus group] .It was also acknowledged that this power has been concentrated there because of a lack of governance, which has also been identified as a big challenge around the world by the World Economic Forum (2017).…”
Section: Resultssupporting
confidence: 57%
“…There was wide agreement among the civil society, government and citizens participants that the power lies in the hands of the few big players in the food industry, which is in line with research in this area (Brooks et al, 2017;Carey et al, 2016;Ludwig & Nestle, 2008;Swinburn et al, 2019). For example, one citizen reported:…”
Policymakers are still struggling to deliver effective nutrition policies, as nutrition policy development can be lost among other competing demands from what is a complex, interconnected food system. Therefore, we explored the relevance of including a wider (relational) marketing perspective to enable effective nutrition policy formulation through in‐depth interviews with food system stakeholders and focus groups with citizens. A relational approach would release the potential to build trust and collaboration, necessary for policy implementation, by focusing on the shared goal of citizen wellbeing. A power shift is needed from large corporations to governments and end‐users (consumers/citizens). For this to happen, governments need to address power sources to orchestrate policy development, rather than merely monitoring the actor set. Acknowledged interdependence that re‐balances power and includes citizens' input in nutrition policy development is vital.
“…These supply chains are characterised by low levels of trust [20] and imbalance in that the thousands of farms are routed through a steadily decreasing number of abattoirs and processing plants [19] and then through to a handful of large retailers (Tesco, Sainsburys, Asda, and Morissons dominate UK meat sales with the Co-operative and Aldi competing for fifth place [21]) that both exert controls backwards on the supply chain [22][23][24]. As a result, British beef and sheep farmers are often described as 'price-takers' in that they have little control over the price they receive for their goods [17,25,26] British beef and sheep farmers, in particular, suffer from this unequal relationship with estimates of their dependence on agricultural subsidy to turn a profit ranging from 91-114% of their farm business income [17].…”
This paper explores the impacts of the COVID-19 crisis as a disruptor to Britain’s beef and sheep supply chains. The assessment of COVID-19 impacts is based on the triangulation of farming and industry news reports, submissions to a government COVID-19 enquiry and interviews with industry experts. We find that livestock farming and farm services were least affected compared to processing, retailing, foodservice, or consumers. Primary and secondary processors continued to operate during the first COVID-19 lockdown but had to quickly become ‘COVID secure’. The most dramatic effect was the overnight closure of hospitality and catering and the redirection of supplies to the retail sector. This picture of a resilient British beef and sheep industry may also be conceptualised as relatively locked in and resistant to change. Red meat production is tied to the land it farms on and operates on 12–36-month production cycles, making it difficult to change trajectory if disruptions do not directly affect farming. Emerging changes in agricultural payments, trade post-Brexit, and societal and environmental pressures may well be the disruptors that have far-reaching impacts on the beef and sheep supply chains.
“…Sometimes traders offer loans or specific facilities to ensure that trading partners do not cancel the deal. In this process, trust becomes an important component to assure the cooperation's compliance (Batt 2003;Brooks et al 2017;Kwon and Suh 2004).…”
The penetration of modern supermarkets is believed to be the cause of the declining role of traditional markets and street vendors in Indonesia. Nevertheless, the competition between state-promoted markets and traditional markets is rarely discussed, both adaptation of market institution and strategy of market actors. This research outlined a theoretical understanding of the dynamics of traditional markets, along the concepts of market flexibility as an adaptation strategy and coordination problems as market actor strategies. The researchers empirically reflect the strategies of four traditional vegetable markets that still survive from tight competition—both the market itself as a social institution, and the strategies of actors involved in market transactions. The traditional market builds flexibility by: (1) Specifying commodities, (2) segmenting customers, (3) changing market operating hour, (4) modifying transportation to operate more efficiently, and (5) low cost market management. At the actor level, competition problems are resolved by utilizing an emotional sentiment of friendship social relations; the formation of prices is determined by developing effective networks of information; and the cooperation problem is dealt with by building a system of punishment and reward based on informal mechanisms. This finding verifies the thesis stating that market competitiveness is determined by institutional flexibility against competition and the ability of market actors to build effective social interactions to maintain market sustainability. Based on the above explanation, further research needs to be focused on calculating how much efficiency is built due to market flexibility, both the transaction cost and the production cost in a quantitative manner. At the actor level, it is necessary to delineate the strategies being built, whether based on pure rational or economic and moral or non-economic considerations in solving coordination problems in the market.
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