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
Gespeichert in:
| Autor*in: |
Wang, Yonggui [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2016transfer abstract |
|---|
| Umfang: |
10 |
|---|
| Übergeordnetes Werk: |
Enthalten in: RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals - Xie, Hongxian ELSEVIER, 2022, JBR, New York, NY |
|---|---|
| Übergeordnetes Werk: |
volume:69 ; year:2016 ; number:12 ; pages:5587-5596 ; extent:10 |
| Links: |
|---|
| DOI / URN: |
10.1016/j.jbusres.2016.03.066 |
|---|
| Katalog-ID: |
ELV019089198 |
|---|
| LEADER | 01000caa a22002652 4500 | ||
|---|---|---|---|
| 001 | ELV019089198 | ||
| 003 | DE-627 | ||
| 005 | 20230625125251.0 | ||
| 007 | cr uuu---uuuuu | ||
| 008 | 180603s2016 xx |||||o 00| ||eng c | ||
| 024 | 7 | |a 10.1016/j.jbusres.2016.03.066 |2 doi | |
| 028 | 5 | 2 | |a GBVA2016004000013.pica |
| 035 | |a (DE-627)ELV019089198 | ||
| 035 | |a (ELSEVIER)S0148-2963(16)30383-6 | ||
| 040 | |a DE-627 |b ger |c DE-627 |e rakwb | ||
| 041 | |a eng | ||
| 082 | 0 | |a 650 | |
| 082 | 0 | 4 | |a 650 |q DE-600 |
| 082 | 0 | 4 | |a 670 |q VZ |
| 084 | |a 51.00 |2 bkl | ||
| 100 | 1 | |a Wang, Yonggui |e verfasserin |4 aut | |
| 245 | 1 | 0 | |a Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
| 264 | 1 | |c 2016transfer abstract | |
| 300 | |a 10 | ||
| 336 | |a nicht spezifiziert |b zzz |2 rdacontent | ||
| 337 | |a nicht spezifiziert |b z |2 rdamedia | ||
| 338 | |a nicht spezifiziert |b zu |2 rdacarrier | ||
| 520 | |a 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. | ||
| 520 | |a 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. | ||
| 700 | 1 | |a Wang, Na |4 oth | |
| 700 | 1 | |a Jiang, Ling |4 oth | |
| 700 | 1 | |a Yang, Zhilin |4 oth | |
| 700 | 1 | |a Cui, Victor |4 oth | |
| 773 | 0 | 8 | |i Enthalten in |n Elsevier |a Xie, Hongxian ELSEVIER |t RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |d 2022 |d JBR |g New York, NY |w (DE-627)ELV008600120 |
| 773 | 1 | 8 | |g volume:69 |g year:2016 |g number:12 |g pages:5587-5596 |g extent:10 |
| 856 | 4 | 0 | |u https://doi.org/10.1016/j.jbusres.2016.03.066 |3 Volltext |
| 912 | |a GBV_USEFLAG_U | ||
| 912 | |a GBV_ELV | ||
| 912 | |a SYSFLAG_U | ||
| 936 | b | k | |a 51.00 |j Werkstoffkunde: Allgemeines |q VZ |
| 951 | |a AR | ||
| 952 | |d 69 |j 2016 |e 12 |h 5587-5596 |g 10 | ||
| 953 | |2 045F |a 650 | ||
| author_variant |
y w yw |
|---|---|
| matchkey_str |
wangyongguiwangnajianglingyangzhilincuiv:2016----:aaigeainhpwtpwrdatgbyrteoefupirntaebnigatciln |
| hierarchy_sort_str |
2016transfer abstract |
| bklnumber |
51.00 |
| publishDate |
2016 |
| allfields |
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 |
| spelling |
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 |
| allfields_unstemmed |
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 |
| allfieldsGer |
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 |
| allfieldsSound |
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 |
| language |
English |
| source |
Enthalten in RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals New York, NY volume:69 year:2016 number:12 pages:5587-5596 extent:10 |
| sourceStr |
Enthalten in RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals New York, NY volume:69 year:2016 number:12 pages:5587-5596 extent:10 |
| format_phy_str_mv |
Article |
| bklname |
Werkstoffkunde: Allgemeines |
| institution |
findex.gbv.de |
| dewey-raw |
650 |
| isfreeaccess_bool |
false |
| container_title |
RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
| authorswithroles_txt_mv |
Wang, Yonggui @@aut@@ Wang, Na @@oth@@ Jiang, Ling @@oth@@ Yang, Zhilin @@oth@@ Cui, Victor @@oth@@ |
| publishDateDaySort_date |
2016-01-01T00:00:00Z |
| hierarchy_top_id |
ELV008600120 |
| dewey-sort |
3650 |
| id |
ELV019089198 |
| language_de |
englisch |
| fullrecord |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">ELV019089198</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230625125251.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">180603s2016 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1016/j.jbusres.2016.03.066</subfield><subfield code="2">doi</subfield></datafield><datafield tag="028" ind1="5" ind2="2"><subfield code="a">GBVA2016004000013.pica</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)ELV019089198</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ELSEVIER)S0148-2963(16)30383-6</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">650</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">650</subfield><subfield code="q">DE-600</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">670</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">51.00</subfield><subfield code="2">bkl</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Wang, Yonggui</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2016transfer abstract</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">10</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Wang, Na</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Jiang, Ling</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Yang, Zhilin</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Cui, Victor</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="n">Elsevier</subfield><subfield code="a">Xie, Hongxian ELSEVIER</subfield><subfield code="t">RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals</subfield><subfield code="d">2022</subfield><subfield code="d">JBR</subfield><subfield code="g">New York, NY</subfield><subfield code="w">(DE-627)ELV008600120</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:69</subfield><subfield code="g">year:2016</subfield><subfield code="g">number:12</subfield><subfield code="g">pages:5587-5596</subfield><subfield code="g">extent:10</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.1016/j.jbusres.2016.03.066</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ELV</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_U</subfield></datafield><datafield tag="936" ind1="b" ind2="k"><subfield code="a">51.00</subfield><subfield code="j">Werkstoffkunde: Allgemeines</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">69</subfield><subfield code="j">2016</subfield><subfield code="e">12</subfield><subfield code="h">5587-5596</subfield><subfield code="g">10</subfield></datafield><datafield tag="953" ind1=" " ind2=" "><subfield code="2">045F</subfield><subfield code="a">650</subfield></datafield></record></collection>
|
| author |
Wang, Yonggui |
| spellingShingle |
Wang, Yonggui ddc 650 ddc 670 bkl 51.00 Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
| authorStr |
Wang, Yonggui |
| ppnlink_with_tag_str_mv |
@@773@@(DE-627)ELV008600120 |
| format |
electronic Article |
| dewey-ones |
650 - Management & auxiliary services 670 - Manufacturing |
| delete_txt_mv |
keep |
| author_role |
aut |
| collection |
elsevier |
| remote_str |
true |
| illustrated |
Not Illustrated |
| topic_title |
650 650 DE-600 670 VZ 51.00 bkl Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
| topic |
ddc 650 ddc 670 bkl 51.00 |
| topic_unstemmed |
ddc 650 ddc 670 bkl 51.00 |
| topic_browse |
ddc 650 ddc 670 bkl 51.00 |
| format_facet |
Elektronische Aufsätze Aufsätze Elektronische Ressource |
| format_main_str_mv |
Text Zeitschrift/Artikel |
| carriertype_str_mv |
zu |
| author2_variant |
n w nw l j lj z y zy v c vc |
| hierarchy_parent_title |
RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
| hierarchy_parent_id |
ELV008600120 |
| dewey-tens |
650 - Management & public relations 670 - Manufacturing |
| hierarchy_top_title |
RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
| isfreeaccess_txt |
false |
| familylinks_str_mv |
(DE-627)ELV008600120 |
| title |
Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
| ctrlnum |
(DE-627)ELV019089198 (ELSEVIER)S0148-2963(16)30383-6 |
| title_full |
Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations |
| author_sort |
Wang, Yonggui |
| journal |
RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
| journalStr |
RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals |
| lang_code |
eng |
| isOA_bool |
false |
| dewey-hundreds |
600 - Technology |
| recordtype |
marc |
| publishDateSort |
2016 |
| contenttype_str_mv |
zzz |
| container_start_page |
5587 |
| author_browse |
Wang, Yonggui |
| container_volume |
69 |
| physical |
10 |
| class |
650 650 DE-600 670 VZ 51.00 bkl |
| format_se |
Elektronische Aufsätze |
| author-letter |
Wang, Yonggui |
| doi_str_mv |
10.1016/j.jbusres.2016.03.066 |
| dewey-full |
650 670 |
| 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. |
| collection_details |
GBV_USEFLAG_U GBV_ELV SYSFLAG_U |
| container_issue |
12 |
| 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 |
| remote_bool |
true |
| author2 |
Wang, Na Jiang, Ling Yang, Zhilin Cui, Victor |
| author2Str |
Wang, Na Jiang, Ling Yang, Zhilin Cui, Victor |
| ppnlink |
ELV008600120 |
| mediatype_str_mv |
z |
| isOA_txt |
false |
| hochschulschrift_bool |
false |
| author2_role |
oth oth oth oth |
| doi_str |
10.1016/j.jbusres.2016.03.066 |
| up_date |
2024-07-06T20:32:03.966Z |
| _version_ |
1803863115920572416 |
| fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">ELV019089198</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230625125251.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">180603s2016 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1016/j.jbusres.2016.03.066</subfield><subfield code="2">doi</subfield></datafield><datafield tag="028" ind1="5" ind2="2"><subfield code="a">GBVA2016004000013.pica</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)ELV019089198</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ELSEVIER)S0148-2963(16)30383-6</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">650</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">650</subfield><subfield code="q">DE-600</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">670</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">51.00</subfield><subfield code="2">bkl</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Wang, Yonggui</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2016transfer abstract</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">10</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Wang, Na</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Jiang, Ling</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Yang, Zhilin</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Cui, Victor</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="n">Elsevier</subfield><subfield code="a">Xie, Hongxian ELSEVIER</subfield><subfield code="t">RETRACTED: Shuffling pathway of anti-twinning in body-centered-cubic metals</subfield><subfield code="d">2022</subfield><subfield code="d">JBR</subfield><subfield code="g">New York, NY</subfield><subfield code="w">(DE-627)ELV008600120</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:69</subfield><subfield code="g">year:2016</subfield><subfield code="g">number:12</subfield><subfield code="g">pages:5587-5596</subfield><subfield code="g">extent:10</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.1016/j.jbusres.2016.03.066</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ELV</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_U</subfield></datafield><datafield tag="936" ind1="b" ind2="k"><subfield code="a">51.00</subfield><subfield code="j">Werkstoffkunde: Allgemeines</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">69</subfield><subfield code="j">2016</subfield><subfield code="e">12</subfield><subfield code="h">5587-5596</subfield><subfield code="g">10</subfield></datafield><datafield tag="953" ind1=" " ind2=" "><subfield code="2">045F</subfield><subfield code="a">650</subfield></datafield></record></collection>
|
| score |
7.399205 |