Supplier–customer relationships: A case study of power dynamics

Lacoste, Sylvie; Johnsen, Rhona

doi:10.1016/j.pursup.2014.12.006

Cited by 77 publications

(63 citation statements)

References 115 publications

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“…The analysis focuses on the three sets of dyadic relationships that can be formed between the three actors, the brand, the working consumers as individuals and the brand community that the working consumers participate in. It is not uncommon to examine small networks by examining the links between dyads (Lacoste & Johnsen, 2015) and this is the approach that this study adopts. Both members of the research team triangulated the analysis and ensured a clear chain of evidence to support interpretations (Belk, Fischer, & Kozinets, 2013).…”

Section: Methodsmentioning

confidence: 99%

Working consumers: Co-creation of brand identity, consumer identity and brand community identity

Black¹,

Veloutsou

2017

Journal of Business Research

223

191

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The creation of identity, in terms of both consumer identity and brand identity, is a core topic in marketing theory. Based on participant ethnography of Yes Edinburgh North & Leith, part of Yes Scotland, the national referendum campaign supporting Scottish independence, this paper explores identity co-creation among three entities: the brand, the individual consumer, and the brand community. The findings suggest that the interactions among these entities co-create their identity, primarily through the actions of highly motivated working consumers. This paper identifies the main dialectic relationships and shows how the effects move beyond the dyads to affect the other entities, including the symbols used in the process of co-creation. The paper concludes with a discussion of the implications for brands, individual consumers, and brand communities.

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Section: Methodsmentioning

confidence: 99%

Working consumers: Co-creation of brand identity, consumer identity and brand community identity

Black¹,

Veloutsou

2017

Journal of Business Research

223

191

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“…As a result, the potential of collaborative strategic relationships for business is not being fully developed (Meehan & Wright, 2013), and hence it is observed a high failure rate (Schaltegger et al, 2011). In this sense, researchers recognise the need to consider a greater and dynamic interaction into the business ecosystem (Lacoste and Johnsen, 2015). In fact, the collaborative strategic relationships for service contracts are acknowledged to be rarely performed by a single actor at a single point-in-time (Chandler & Lusch, 2015;Pinnington et al, 2016).…”

Section: Business Scope For Sustainable Value Creationmentioning

confidence: 99%

Sustainability values for business: A perspective of value alignment in a supplier-client relationship for case Aqualogy

Jaramillo

Serrat

Vidal

et al. 2018

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Purpose: The study's goal is focused on determining a common set of sustainability-related issues and drivers relevant for business-makers, for being used as a framework to inter-organizational communications and thereby to reduce value perception dissonances on supplier-client business relationships.Design/methodology: The study was methodologically based on a documentary review and different work sessions (interviews, workshop, and discussion) with a focus group composed of decision-makers in the water industry sector, of both the supplier and the client company. Findings:The study makes as main contributions a differentiation within the scope of 'sustainability practices of global interest' and 'sustainability practices into business scope' from the business-makers' value perception, providing a set of sustainability value drivers, allowing reduction of value dissonances in business relationships, shedding light on solutions' value creation capacity and at the same time enhancing inter-organizational communications. Research limitations/implications:The final set of sustainability-related issues (and drivers) presented aren't exhaustive and are delimited by the particular scenario generated around Aqualogy's business scope; therefore, it cannot be considered as a standard application mode. Practical implications:This study sheds light on the importance of aligning business expectations around sustainability, and create a value framework that can be useful for fully embedding sustainability into the portfolio, business models, marketing strategies, technologies, and manufacturing processes. This framework can also be useful for analysing value dissonances on supplier-client relationships, identifying value gaps into business models. Originality/value:The empirical study provides detailed insight into how the key decision-makers understand and perceive the sustainability value concept in the mainstream business. The alignment of their value perception shows to companies which sustainability values are expected in business, and how business strategy must use them as value creation drivers.

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“…Power can be viewed as the ability to affect another firm's behavior when asking something incompatible with a firm's desire, by getting a firm to do something they would not otherwise do, or to get a firm to act contrary to its interests (Cowan et al, 2015;Lacoste andJohnsen, 2015: Chicksand, 2015). Power asymmetries in a relationship allow the most powerful to dictate behavior and control interaction (Lacoste and Johnsen, 2015) and result from superior positions of capital, tangible and intangible assets, unique capabilities, information asymmetry, reputation, and intellectual property (Chicksand, 2015;Pazirandeh and Norman, 2014).…”

Section: Supplier Powermentioning

confidence: 99%

“…Power asymmetries in a relationship allow the most powerful to dictate behavior and control interaction (Lacoste and Johnsen, 2015) and result from superior positions of capital, tangible and intangible assets, unique capabilities, information asymmetry, reputation, and intellectual property (Chicksand, 2015;Pazirandeh and Norman, 2014). Supplier power has been shown to negatively impact delivery, quality, innovation, and flexibility (Terpend and Ashenbaum, 2012).…”

Section: Supplier Powermentioning

confidence: 99%

Design for procurement: What procurement driven design initiatives result in environmental and economic performance improvement?

Brewer

Arnette

2017

Journal of Purchasing and Supply Management

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Supplier–customer relationships: A case study of power dynamics

Cited by 77 publications

References 115 publications

Working consumers: Co-creation of brand identity, consumer identity and brand community identity

Working consumers: Co-creation of brand identity, consumer identity and brand community identity

Sustainability values for business: A perspective of value alignment in a supplier-client relationship for case Aqualogy

Design for procurement: What procurement driven design initiatives result in environmental and economic performance improvement?

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