The Theory of Power and Conflict in Channels of Distribution

Abstract

This review article develops an integrated overview of the present status of the theory of power and conflict in marketing channels. It includes a presentation of the conceptual foundation provided by behavioral science and a report on empirical contributions of the marketing literature. Since there appear to be many problems with the empirical work done in the area, both methodological and conceptual, the article also presents some proposals for clarification and theoretical development.

Purchasing Ethics and Inter-Organizational Buyer–Supplier Relational Determinants: A Conceptual Framework

“…Are you threatening then someone to give you a better deal or a deal that maybe isn't on the up and up, because you have a little bit more power than they do? (Linda) Finally, a firm may possess power, and still may not use it (Frazier, 1983), therefore, scholars differentiate between exercised power and unexercised power (Gaski, 1984). In this context, purchasing executives need not act on their power with suppliers; they just need to perceive themselves as powerful to facilitate conditions that lead to unethical or ethically questionable purchasing practices.…”

The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance

“…' Gaski (1984, p. 10) has synthesized the various definitions of power, and defines it as ''the ability to cause someone to do something s/he would not have done otherwise.'' More specifically, French and Raven (1959) have classified the sources of social power into (1) coercive power sources (B perceives that A has the ability to mediate punishments to B), (2) reward power sources (B perceives that A has the ability to reward B), (3) referent or identification sources of power (B identifies with A), (4) expert sources of power (B perceives that A has some special knowledge or expertise), and (5) legitimate power sources (B perceives that A has a legitimate right to prescribe behavior for B), (for a thorough review see Gaski, 1984). Most channel research distinguishes between coercive and non-coercive power sources (reward, referent, legitimate, expert power sources), whereas we examine the individual effects of each of the four non-coercive power sources.…”

“…Note 1 There has been some controversy on whether or not reward power is a non-coercive power source since the withholding or non-granting of rewards might be construed as punishment (Gaski, 1984;John, 1984;Kohli, 1989). If withholding of rewards is perceived as punishment, then rewards should be considered as noncoercive power.…”

“…Traditionally, central management in retail companies has established authority relations by use of sources of social power to secure desired role behaviors from retail units and to achieve compliance to the global strategy (Gaski, 1984). Unfortunately, some of these power mechanisms may reduce performance and increase rather than reduce conflicts in the retail system (Gaski, 1984;Gundlach and Cadotte, 1994).…”

“…Unfortunately, some of these power mechanisms may reduce performance and increase rather than reduce conflicts in the retail system (Gaski, 1984;Gundlach and Cadotte, 1994). As an illustration, Sears Holdings after initial centralization in the merger between Kmart and Sears moved to a decentralized management structure to turn around its business (http:// management-case-studies.blogspot.com).…”