The Importance of Power in Partnership Relationships

McDonald, Frank

doi:10.1177/030630709902500103

Cited by 53 publications

(40 citation statements)

References 23 publications

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“…In his conceptual paper, McDonald (1999) argued that dependence of one party on another in the case of buyers and suppliers is likely to result in unproductive partnerships. This is a view shared by industry commentators.…”

Section: Power and Supply Chain Partnershipsmentioning

confidence: 99%

Knowledge acquisition in supply chain partnerships: The role of power

Ghobadian

Gallear

2013

International Journal of Production Economics

109

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Knowledge is recognised as an important source of competitive advantage and hence there has been increasing academic and practitioner interest in understanding and isolating the factors that contribute to effective knowledge transfer between supply chain actors. The literature identifies power as a salient contributor to the effective operation of a supply chain partnership. However, there is a paucity of empirical research examining how power among actors influences knowledge acquisition and in turn the performance of supply chain partners. The aim of this research is to address this gap by examining the relationship between power, knowledge acquisition and supply chain performance among the supply chain partners of a focal Chinese steel manufacturer. A structured survey was used to collect the necessary data.Two conceptually independent variables -'availability of alternatives' and 'restraint in the use of power' -were used to assess actual and realised power respectively. Controlling for contingencies, we found that the flow of knowledge increased when supply chain actors had limited alternatives and when the more powerful actor exercised restraint in the use of power.Moreover, we found a positive relationship between knowledge acquisition and supply chain performance. This paper enriches the literature by empirically extending our understanding of how power affects knowledge acquisition and performance.

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Section: Power and Supply Chain Partnershipsmentioning

confidence: 99%

Knowledge acquisition in supply chain partnerships: The role of power

Ghobadian

Gallear

2013

International Journal of Production Economics

109

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“…McDonald (1999) states in this respect that power imbalances within a buyer -supplier relationship can lead to unproductive partnerships. In the long term the position of the weaker party will be eroded too much and the partnership will be destroyed.…”

Section: Highmentioning

confidence: 99%

Power and interdependence in buyer supplier relationships: A purchasing portfolio approach

Caniëls

Gelderman

2007

Industrial Marketing Management

275

259

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“…Our empirical study also highlights the challenges of ensuring balanced interdependence (McDonald 1999), shared commitment, compatible goals (Gomes-Casseres 1998, Mentzer et al 2000, Mohr andSpekman 1994), and cultural compatibility (Ellram 1990, Maloni andBenton 1997). In the case of SU and FS, for instance, the business philosophies of the two partner companies were compatible.…”

Section: Strategic Partneringmentioning

confidence: 68%