Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations
Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource depende...
Ausführliche Beschreibung
Autor*in: |
Wang, Yonggui [verfasserIn] |
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Format: |
E-Artikel |
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Sprache: |
Englisch |
Erschienen: |
2016transfer abstract |
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Umfang: |
10 |
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Übergeordnetes Werk: |
Enthalten in: RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals - Xie, Hongxian ELSEVIER, 2022, JBR, New York, NY |
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Übergeordnetes Werk: |
volume:69 ; year:2016 ; number:12 ; pages:5587-5596 ; extent:10 |
Links: |
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DOI / URN: |
10.1016/j.jbusres.2016.03.066 |
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ELV019089198 |
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10.1016/j.jbusres.2016.03.066 doi GBVA2016004000013.pica (DE-627)ELV019089198 (ELSEVIER)S0148-2963(16)30383-6 DE-627 ger DE-627 rakwb eng 650 650 DE-600 670 VZ 51.00 bkl Wang, Yonggui verfasserin aut Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations 2016transfer abstract 10 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Wang, Na oth Jiang, Ling oth Yang, Zhilin oth Cui, Victor oth Enthalten in Elsevier Xie, Hongxian ELSEVIER RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals 2022 JBR New York, NY (DE-627)ELV008600120 volume:69 year:2016 number:12 pages:5587-5596 extent:10 https://doi.org/10.1016/j.jbusres.2016.03.066 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 51.00 Werkstoffkunde: Allgemeines VZ AR 69 2016 12 5587-5596 10 045F 650 |
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10.1016/j.jbusres.2016.03.066 doi GBVA2016004000013.pica (DE-627)ELV019089198 (ELSEVIER)S0148-2963(16)30383-6 DE-627 ger DE-627 rakwb eng 650 650 DE-600 670 VZ 51.00 bkl Wang, Yonggui verfasserin aut Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations 2016transfer abstract 10 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Wang, Na oth Jiang, Ling oth Yang, Zhilin oth Cui, Victor oth Enthalten in Elsevier Xie, Hongxian ELSEVIER RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals 2022 JBR New York, NY (DE-627)ELV008600120 volume:69 year:2016 number:12 pages:5587-5596 extent:10 https://doi.org/10.1016/j.jbusres.2016.03.066 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 51.00 Werkstoffkunde: Allgemeines VZ AR 69 2016 12 5587-5596 10 045F 650 |
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10.1016/j.jbusres.2016.03.066 doi GBVA2016004000013.pica (DE-627)ELV019089198 (ELSEVIER)S0148-2963(16)30383-6 DE-627 ger DE-627 rakwb eng 650 650 DE-600 670 VZ 51.00 bkl Wang, Yonggui verfasserin aut Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations 2016transfer abstract 10 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Wang, Na oth Jiang, Ling oth Yang, Zhilin oth Cui, Victor oth Enthalten in Elsevier Xie, Hongxian ELSEVIER RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals 2022 JBR New York, NY (DE-627)ELV008600120 volume:69 year:2016 number:12 pages:5587-5596 extent:10 https://doi.org/10.1016/j.jbusres.2016.03.066 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 51.00 Werkstoffkunde: Allgemeines VZ AR 69 2016 12 5587-5596 10 045F 650 |
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10.1016/j.jbusres.2016.03.066 doi GBVA2016004000013.pica (DE-627)ELV019089198 (ELSEVIER)S0148-2963(16)30383-6 DE-627 ger DE-627 rakwb eng 650 650 DE-600 670 VZ 51.00 bkl Wang, Yonggui verfasserin aut Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations 2016transfer abstract 10 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Wang, Na oth Jiang, Ling oth Yang, Zhilin oth Cui, Victor oth Enthalten in Elsevier Xie, Hongxian ELSEVIER RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals 2022 JBR New York, NY (DE-627)ELV008600120 volume:69 year:2016 number:12 pages:5587-5596 extent:10 https://doi.org/10.1016/j.jbusres.2016.03.066 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 51.00 Werkstoffkunde: Allgemeines VZ AR 69 2016 12 5587-5596 10 045F 650 |
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10.1016/j.jbusres.2016.03.066 doi GBVA2016004000013.pica (DE-627)ELV019089198 (ELSEVIER)S0148-2963(16)30383-6 DE-627 ger DE-627 rakwb eng 650 650 DE-600 670 VZ 51.00 bkl Wang, Yonggui verfasserin aut Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations 2016transfer abstract 10 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. Wang, Na oth Jiang, Ling oth Yang, Zhilin oth Cui, Victor oth Enthalten in Elsevier Xie, Hongxian ELSEVIER RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals 2022 JBR New York, NY (DE-627)ELV008600120 volume:69 year:2016 number:12 pages:5587-5596 extent:10 https://doi.org/10.1016/j.jbusres.2016.03.066 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U 51.00 Werkstoffkunde: Allgemeines VZ AR 69 2016 12 5587-5596 10 045F 650 |
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Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
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Wang, Yonggui |
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RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
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RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
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Wang, Yonggui |
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10.1016/j.jbusres.2016.03.066 |
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title_sort |
managing relationships with power advantage buyers: the role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
title_auth |
Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
abstract |
Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. |
abstractGer |
Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. |
abstract_unstemmed |
Interorganizational long-term collaboration plays an important role in buyer and supplier relationships. However, the specific tactics a supplier firm should adopt when the buyer firm is power-advantaged and reluctant to maintain long-term collaboration remain unexplored. Drawing on resource dependence theory, this study argues that buyer power advantage makes the buyer reluctant to collaborate with the supplier in the long run. These findings further identify three types of relationship bonding tactics initiated by the supplier firm: customization, information sharing, and managerial ties to the buyer firm. Using a 131 matched buyer–supplier dyadic database, this paper's results show that buyer power advantage is negatively related to long-term collaboration. Supplier customization and managerial ties mitigate the effect of buyer power advantage on long-term collaboration. Nevertheless, the effect of information sharing on the relationship between buyer power advantage and long-term collaboration is not significant. |
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title_short |
Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
url |
https://doi.org/10.1016/j.jbusres.2016.03.066 |
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Wang, Na Jiang, Ling Yang, Zhilin Cui, Victor |
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up_date |
2024-07-06T20:32:03.966Z |
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