Supply Chains and Power Regimes: Toward an Analytic Framework for Managing Extended Networks of Buyer and Supplier Relationships

Cox, Andrew; Sanderson, Joe; Watson, Glyn

doi:10.1111/j.1745-493x.2001.tb00097.x

Cited by 151 publications

(104 citation statements)

References 5 publications

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“…Spekman et al, 2002;Hult et al, 2004;Dyer and Hatch, 2006;Krause et al, 2007;Modi and Mabert, 2007;Panayides and Venus Lun, 2009). According to the extant literature, power among supply chain partners is another key attribute influencing the operational behaviour and performance of supply chain partners (Lascelles and Dale, 1989;New, 1998;Cox, 1999;Cox et al, 2001;Hallikas et al, 2005;Ke et al, 2009;Liu et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Knowledge acquisition in supply chain partnerships: The role of power

Ghobadian

Gallear

2013

International Journal of Production Economics

113

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Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data.Two conceptually independent variables -'availability of alternatives' and 'restraint in the use of power' -were used to assess actual and realised power respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power.Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance.

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Section: Introductionmentioning

confidence: 99%

Knowledge acquisition in supply chain partnerships: The role of power

Ghobadian

Gallear

2013

International Journal of Production Economics

113

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“…Indeed, this relationship is a fairly standard pattern, with the prosperity and stability of small organizations commonly being determined by their relationship with a key (sometimes the only) powerful customer (Cox, Sanderson, & Watson, 2001). Other stakeholders could also be the group by which the small firm is defined.…”

Section: Stakeholder Theory From the Perspective Of An Ethic Of Carementioning

confidence: 99%

Small Business Social Responsibility

2014

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This article seeks to expand business and society research in a number of ways. Its primary purpose is to redraw two core corporate social responsibility (CSR) theories (stakeholder theory and Carroll's CSR pyramid), enhancing their relevance for small business. This redrawing is done by the application of the ethic of care, informed by the value of feminist perspectives and the extant empirical research on small business social responsibility. It is proposed that the expanded versions of core theory have wider relevance, value, and implications beyond the small firm context. The theorization of small business social responsibility enables engagement with the mainstream of CSR research as well as making a contribution to small business studies in scholarly, policy, and practice terms.

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“…Finally, these groups of sourcing projects were analysed with respect to differences and similarities in the extent to which purchasing teams applied the seven core sourcing levers. The findings of this study confirm the need for a more differentiated view on the generic recommendations of portfolio models, as was already suggested a decade ago (Caniėls and Gelderman, 2005;Cox et al, 2003a;Cox et al, 2001;Gelderman and Van Weele, 2003). The study confirms that tactical sourcing levers are not applied as alternatives; rather, a mix of the entire range of tactical sourcing levers is utilized with respect to each portfolio quadrant (Cox, 2014) and more effort is added when moving from bottleneck to leverage purchases.…”

Section: Conclusion: Tactical Sourcing Levers Are Applied Additivelysupporting

confidence: 73%

“…Thereby, they have contrasted portfolio quadrants in terms of differences in product characteristics (Kraljič, 1983;Van Weele, 2010), purchasing skills (Knight et al, 2014), buyersupplier relationships (Bensaou, 1999;Dubois and Pedersen, 2002;Gadde and Snehota, 2000), power structures (Caniėls and Gelderman, 2005;Cox et al, 2003b;Cox et al, 2001;Pazirandeh and Norrman, 2014) and organizational structures (Gelderman and Semeijn, 2006). This study goes beyond the approach adopted in these works, as it links specific, actionable sourcing tactics to the purchasing portfolio theory.…”

Section: Conclusion: Tactical Sourcing Levers Are Applied Additivelymentioning

confidence: 99%

Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

Hesping¹

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Supply Chains and Power Regimes: Toward an Analytic Framework for Managing Extended Networks of Buyer and Supplier Relationships

Cited by 151 publications

References 5 publications

Knowledge acquisition in supply chain partnerships: The role of power

Knowledge acquisition in supply chain partnerships: The role of power

Small Business Social Responsibility

Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

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