The competition for supplier resources

Pulles, Niels J.

doi:10.3990/1.9789036537339

Cited by 2 publications

(5 citation statements)

References 322 publications

(551 reference statements)

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“…Because the relationship factor is important in all groups under all circumstances, this study supports findings from previous research, especially the RV, that found a positive relationship between buyer and supplier, and an intense collaboration to be beneficial (Dyer and Singh 1998;Sjoerdsma and van Weele 2015). This finding is also consistent with the many studies that emphasize the importance of relationships (Dwyer et al 1987;Lambe et al 2001;Pulles 2014;Sjoerdsma and van Weele 2015).…”

Section: Figsupporting

confidence: 91%

“…The question of exclusivity is already discussed in the literature on Preferred Customer Status (PCS). With PCS, purchasing companies compete for the favor of suppliers so that they can be granted preferential treatment (Baxter 2012;Ellis et al 2012;Hüttinger and Schiele 2013;Pulles 2014). One form of preferential treatment by suppliers is access to supplier innovations (Schiele 2012;Slowinski et al 2009).…”

Section: Resource-based View and Exclusivity Of Innovation Accessmentioning

confidence: 99%

“…Preferential treatment can take many forms, such as the preferred allocation of employees, sharing the best ideas, allocating more financial resources, or preferred utilization of physical resources (Hüttinger and Schiele 2013). Preferred treatment can also come in the form of preferred access to innovations (Baxter 2012;Ellis et al 2012;Pulles 2014). The initial assumption of this research was that preferred allocation of innovations and exclusivity agreements are an important element of decision making, because only if a supplier grants a buyer exclusive access to an innovation can that innovation be the source of a SCA for the buyer (RQ 2).…”

Section: Exclusive Access To Innovations (Rq 2)mentioning

confidence: 99%

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Choice Behavior in Innovation Exchange Between Buyers and Sellers

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2021

Schmalenbach J Bus Res

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This article extends the research on Behavioral Supply Management, and specifically characterizes the decision to exchange supplier–developed innovations. For the innovation exchange to take place, both actors in the dyad must actually make the decision to exchange an innovation with one another. Therefore, buyers’ as well as suppliers’ decision making are part of this research. The decision to exchange innovation is highly relevant, as innovations play an increasingly important role in business research. The applied methodology is a mouse-lab process-tracing experiment. The study is based on computer cursor moving and click data from 658 managers. As the conceptualized decision situation is highly specific, practitioners can build upon their business experience and are the experiment respondents. The sample includes buyer and supplier sub-groups. We differentiate our findings based on innovation intensity (i.e., incremental vs. disruptive innovations). The findings show that the intensity of an innovation does not imply different decision-making per se, although distinguishing incremental from disruptive innovation is often proposed. Furthermore, the relevance of exclusiveness (i.e., a buyer has exclusive access to a supplier’s innovation) is of minor relevance for the supplier but also for the buyer, even when these innovations are disruptive. Finally, the intensity of innovations is only relevant in high-quality buyer–supplier relationships. Under these circumstances, decision makers show irrational behavior, as they prefer alternatives with low economic benefits. That aspect points to the identification of relational decision traps and other theoretical and managerial implications.

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Section: Figsupporting

confidence: 91%

Section: Resource-based View and Exclusivity Of Innovation Accessmentioning

confidence: 99%

Section: Exclusive Access To Innovations (Rq 2)mentioning

confidence: 99%

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Choice Behavior in Innovation Exchange Between Buyers and Sellers

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2021

Schmalenbach J Bus Res

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“…In this study we showed that customer attractiveness and supplier satisfaction can help to attain preferential access to supplier resources. By examining customer attractiveness and supplier satisfactions as relational mechanisms that can help firm to obtain better supplier resources, we contribute additional insights to the resourcebased stream of literature examining competition for supplier resources, which are often of a strategic nature (Ellegaard & Koch, 2012;Ellram et al, 2013;Pulles, 2014).…”

Section: Pramentioning

confidence: 99%

“…This is because resources can be viewed as heterogeneous (Dyer & Hatch, 2006;Hunt & Davis, 2008;Adegbesan, 2009), implying that supplier resources that are valuable to one buying firm, do not necessarily have to be valuable to another buying firm. For instance, if a buying firm obtains better resources from a supplier than a competitor, but if this competitor is able to create more synergies with these resources, or if the supplier resources are more compatible with the competitor's overall strategy, the competitor can still be expected to create the greater performance benefits (Pulles, 2014). The relevance of taking this perspective is demonstrated by Weigelt (2013) who examined the interaction between supplier resources and internal resources.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

The impact of customer attractiveness and supplier satisfaction on becoming a preferred customer

Pulles

Schiele

Veldman

et al. 2016

Industrial Marketing Management

161

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This paper discusses how a firm can become preferred customer, defined as a particular buying firm to whom the supplier allocates better resources than less preferred buyers. Two concepts play a central role for a firm aiming to become preferred customer: (i) customer attractiveness and (ii) supplier satisfaction. However, the current literature still lacks a clear discussion on the conceptual differences between these constructs and their attributes and is ambiguous with regard to the relationships between the concepts. This study addresses these shortcomings. We examine customer attractiveness and supplier satisfaction as distinct conceptual variables and test how these constructs relate to each other and to preferred customer status. We build upon practitioner input and survey data from 91 suppliers to do so. Our analyses show that the impact of customer attractiveness on preferential resource allocation from suppliers is significantly mediated by supplier satisfaction. These findings expand the current understanding of these concepts. In addition, our findings might help managers better evaluate their relationships with suppliers and align their strategies accordingly to obtain better resources from their suppliers.

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The competition for supplier resources

Cited by 2 publications

References 322 publications

Choice Behavior in Innovation Exchange Between Buyers and Sellers

Choice Behavior in Innovation Exchange Between Buyers and Sellers

The impact of customer attractiveness and supplier satisfaction on becoming a preferred customer

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