A paradox exists in small business organizations; although effective buyersupplier relationships are essential to the success of small businesses, these organizations may not have the purchasing and selling power in terms of managerial resources to implement them. This provides us an opportunity for research to determine how well developed are buyer-supplier relationships within small business organizations. Grounded in transaction cost and resource dependence theory, this paper presents and empirically tests a model that examines the relationships between buyer and supplier specificity and long-term buyer-supplier relationships and the latter's impact on organizational performance from the buyers' perspective. The results of this study provide insight into the development and impact of buyersupplier relationships within small business organizations. Several managerial implications can be determined.
SUMMARY Much has been written over many years concerning use of the data in the NAPM Report On Business® as economic indicators but there has not been any recent attempt to review and evaluate the research. This article reviews the representation of business activity by economic indicators, compares qualities of NAPM Report On Business® data to those desirable in indicators, summarizes previously published research on the use of NAPM data as indicators, and presents some new and previously unpublished research on this subject. The use and value of NAPM data in the development of purchasing and supply strategy is also discussed. It is concluded that NAPM data possesses many desirable indicator qualities, are useful in the analysis of business and economic activity, and have value in the development of purchasing and supply strategy.
SUMMARY This article provides a conceptual basis from which to view some alternative perspectives of supply management. These approaches highlight the fractious nature of the purchasing/supply/logistics fields. Additionally, the article includes a proposal fora potentially unifying framework of the strategic components used by practitioners and researchers in supply and related fields.
Purpose This study aims to examine how the widespread adoption of digital technology (DT) in business-to-business (B2B) markets affects and, in particular, increases the velocity of relationship development over time. Design/methodology/approach A literature search was conducted to develop propositions concerning DT’s effect on the various stages of an existing B2B buyer-seller relationship development model. A group of 55 experienced practitioners was used to obtain reactions to the propositions. Findings DT affects buyer-seller relationship development by reducing the time needed to initiate and advance through sequential relationship stages. Agility in the decision-making process fosters stronger inter-firm relationships and influences other important attributes of B2B relationships, such as organizational commitment, organizational embeddedness, trust and value creation. Research limitations/implications A broader, more diverse sample of commercial buyers and sellers is required to permit testing the generalizability of the study’s findings. Practical implications DT affects the speed and agility of B2B relationship formation regardless of stage. As DT evolves in the age of Industry 4.0, an understanding of the effects of DT will aid managers in assessing ways to leverage its potential and apply appropriate DT strategies throughout the B2B relationship process to capitalize on current and future business opportunities. Firms need to explore the positive and negative effects of the digital revolution on managers within their supply chain networks. Originality/value To the best of the authors’ knowledge, this is the first study that specifically addresses DT’s impact during the specific stages of the relationship development process.
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