The dark and the bright side of power: implications for the management of business-to-business relationships

Belaya, Vera; Hanf, Jon Henrich

doi:10.1186/s40100-016-0062-9

Cited by 15 publications

(14 citation statements)

References 78 publications

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“…The promise of a contract, utilised through reward power by the shipper, can act as the igniting spark. Research suggests that reward power and coercive power are essentially two sides of the same coin [49], although the empirical results more clearly suggest that reward power is important during the initiation phase, while coercive power can be used to "punish" transport providers by not giving them the contract. However, for transport providers to initiate change, the level of trust needs to be higher than when the shipper drives the change.…”

Section: Discussionmentioning

confidence: 99%

“…Coercive power is related to punishments, whereas the other four do not involve punishment [42] and can therefore be said to relate to a brighter side of power. Indeed, there are different views in the literature concerning whether power is "good" or "bad" see, e.g., [49,50]. The bad side of power could mean, for example, that the powerful actor takes advantage of its position and acts opportunistically, whereas the good side could mean that a powerful actor uses its position to foster well-functioning relationships [49].…”

Section: Bases Of Powermentioning

confidence: 99%

“…Indeed, there are different views in the literature concerning whether power is "good" or "bad" see, e.g., [49,50]. The bad side of power could mean, for example, that the powerful actor takes advantage of its position and acts opportunistically, whereas the good side could mean that a powerful actor uses its position to foster well-functioning relationships [49]. Power can also be used in less visible ways [41].…”

Section: Bases Of Powermentioning

confidence: 99%

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The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

2021

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Modal shift to more energy-efficient alternatives, such as from road to rail or sea, is one path to reduce negative environmental effects. Transport providers and shippers have crucial roles in modal choice decisions, and a better understanding of the influence of interorganisational factors on modal shift is needed. The purpose is to increase the understanding of opportunities for modal shifts by exploring the influence of power and trust at the interface between transport providers and shippers. Aspects of power (coercive, reward, legitimate, expert and referent) and trust (contractual, competence and goodwill) influencing modal shifts were identified from interviews with shippers and transport providers in Sweden. During the initiation phase of modal shift, power appears more important, while trust is shown essential for the duration. By proactively suggesting modal shift, transport providers can use expert power to create rewards and referent power, through recognition of their expertise. Building trust, particularly goodwill trust, such as time invested in understanding the other party, transparency about challenges and jointly seeking solutions, is key to establish long-term modal shifts. This paper contributes to modal shift literature with insights on power balances and trust between transport providers and shippers.

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Section: Discussionmentioning

confidence: 99%

Section: Bases Of Powermentioning

confidence: 99%

Section: Bases Of Powermentioning

confidence: 99%

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The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

2021

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“…The study also finds that power is positively related to supplier collaboration. Earlier studies on coordination (Vera Belaya & Hanf, 2016;Benton & Maloni, 2005;Nyaga et al, 2013) found that the use of power, most effectively in the non-mediated form, positively affects coordination among supply chain members. This is because power is at the heart of all business-to-business relationships (Cox, 1999).…”

Section: Discussionmentioning

confidence: 99%

“…(Hall & Stelvia, 2010). Depending on the type of power being exercised, power may be an enhancer on an inhibitor in supply chain relationships (Vera Belaya & Hanf, 2016). In any of these two ways, provides a medium for the effective coordination of supply chain relationships.…”

Section: The Mediating Role Of Collaboration With Suppliersmentioning

confidence: 99%

Does Buyer Power Contribute to Environmental Sustainability Performance in Supply Chains?

Appiah¹,

Majeed²

2021

International Journal of Sustainable Development & World Po

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Sustainability issues have gained the widespread attention of researchers and policymakers across the globe. Resultantly, studies on sustainability in supply chains and its associated relational and structural mechanisms are rife. This study has examined how the amount of power wielded by a buying organization affects its ability to lead the sustainability charge, to improve the environmental compliance among firms within the supply chain. The study adopted a quantitative approach for data analysis and reporting. A survey of 116 construction and Manufacturing and construction firms in Ghana. Data was collected using a structured questionnaire and analyzed using ordinary least squares (OLS) regression procedure using the PROCESS macro in SPSS. The findings of this study reveal a significant positive relationship between buyer power, collaboration with suppliers, and environmental sustainability performance. This study has implications for large corporations that are the target of stakeholder pressures, and small firms that need to corporate with their supply chain partners on the sustainability front.Contribution/Originality: This paper contributes to the supply chain sustainability literature by examining from an RDT perspective, how buyer dominance influences supplier relationships and environmental performance. This is one of the very few studies that seek to explore how power imbalances among supply chain partners influence sustainability.

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How can banks and finance companies incorporate value chain factors in their risk management strategy? The case of agro‐food firms

Wasan

Kumar

Luthra³

2022

Bus Strat Env

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A value chain framework for guiding the financial firms in their credit decisions is urgent, as the current COVID-19 pandemic has highlighted, but missing in the extant literature, particularly for those that lend to industries sensitive to value and supply chain bottlenecks. This study creates knowledge in value chain finance, a big untapped and un-researched market. It constructs, confirms, and validates a value chain framework for assessing risks in lending to Agro and Food Processing firms in which value chain risks are major business concerns globally. To pursue the objectives of the study, we use a novel methodology that integrates the Modified Delphi technique, exploratory factor analysis, confirmatory factor analysis, and discriminant analysis. Based on testing and analysis of primary data, including loan data, a framework comprising six factors is proposed for use in conjunction with existing risk assessment models of finance companies to improve the quality of their credit decisions, contributing to their performance sustainability.agro-food, bankruptcy, default risk, risk management, supply chain financing, value chain | INTRODUCTIONIncreasing modernization is causing higher integration and interdependence among firms across the value chain. Technology has connected value chains globally, providing new opportunities for small companies and market players from developing countries and emerging-market economies to partake in the world economy as they are now not required to hold expertise in all the stages of production and distribution (OECD, 2021). Technology-enabled changes over the last many years have also magnified the swiftness and size of disruptions in an unprecedented manner, which conjoined with increasing trends of globalization, urbanization, environmental performance concerns, and shifting demographics are amplifying and intensifying uncertainty in the marketplace (Lee & Trimi, 2021). The outbreak of the COVID-19 pandemic in the year 2020 is estimated to have caused combined revenue losses of up to $4 trillion in U.S. and European firms from supply chain disruptions (Mitchell, 2021). It has highlighted and advanced the need for firms to bring changes in their traditional business models for sustaining performance in periods of crisis (Breier et al., 2021;Khan et al., 2021). Sixty-four percent of U.S. and European firms had revenue losses between 6% and 20% in 2020, along with severe damage to their brand value (Mitchell, 2021). Although the COVID-19 in present times is a significant disruptor responsible for straining and breaking the value chains, it is only one among other disruptive forces such as cyberattacks, diverging regulations, and instability in commodity prices (Clark, 2021). Companies across industries can expect significant financial loss causing value chain disruptions every 3.7 years

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The dark and the bright side of power: implications for the management of business-to-business relationships

Cited by 15 publications

References 78 publications

The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

Does Buyer Power Contribute to Environmental Sustainability Performance in Supply Chains?

How can banks and finance companies incorporate value chain factors in their risk management strategy? The case of agro‐food firms

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