Managing relationships with power advantage buyers: The role of supplier initiated bonding tactics in long-term buyer–supplier collaborations

The varying roles of governance mechanisms on ex-post transaction costs and relationship commitment in buyer-supplier relationships

“…While effective communication, is considered as a useful tool in developing collaboration, integration and cooperation between relationship partners (Kim & Chai, 2017). It refers to the bilateral expectation of formal and/or informal sharing of meaningful and timely information exchange between relationship partners (Wang et al, 2016). Building on SET, we conceptualize that communication strengthens the confidence of both parties in a relationship in terms of the availability of particular information (Yang et al, 2017) that is timely, and offered frequently, formally and informally (Hung & Lin, 2013).…”

“…Communication as bilateral expectation of formal and informal information exchanges (Wang et al, 2016), can influence ex-post transaction costs and relationship commitment (Hung & Lin, 2013). These bilateral expectations refer to the partners' beliefs regarding excellent communication, function as useful safeguards to deter conflicts, perceived risks and uncertainty (Heide & John, 1992;Yen et al, 2011).…”

Preferred customer status, supplier satisfaction and their contingencies

“…The dependence literature suggests that buyer-supplier relationships characterized by a balanced mutual dependence are superior to other buyer-supplier relationships (Da Villa & Panizzolo, 1996;Hausman & Johnston, 2010;Kumar, 1996;Leonidou et al, 2008). Asymmetric relationships, in which one partner dominates the exchange, are generally believed to be less effective because the dominant partner may be tempted to exploit its position (Blois, 2010;Casciaro & Piskorski, 2005;Ireland & Webb, 2007;Wang, Wang, Jiang, Yang, & Cui, 2016). However, in situations where a buyer dominates, suppliers may still be satisfied with the overall relationship.…”

Continuous Supplier Relationship Management Framework

“…For instance, to Honda, its suppliers are so important that managers at all levels study suppliers firsthand so as to better understand how the suppliers' businesses affect Honda (Won Lee et al, 2007). As their markets are similar and as they target similar customer groups, McDonald's and Coca-Cola have established a close, multilevel partnership; this long-term collaboration enables a stable 93 flow of critical resources (Wang et al, 2016). Companies such as Dell and Walmart are well-known for collaborating closely with their suppliers and other partners (Singh and Power, 2009).…”