The role of perceived justice in buyer-supplier relationships in times of economic crisis

The Coronavirus crisis in B2B settings: Crisis uniqueness and managerial implications based on social exchange theory

“…Moreover, Krause and Ellram (2014) show the importance of relational (physical, human, and social) investments in interdependent B2B relationships, and also that expectations of reciprocity during a crisis moderate the association between interdependence and relational investments. In this vein, Matopoulos et al (2019) indicate that crisis severity positively moderates the association between perceived inter-organizational justice and a supplier's financial performance, but the same is not true at very high levels of crisis severity. Profound, aggressive crises (e.g., the abrupt Coronavirus pandemic) require increased collaborative ties and the establishment of integrative mechanisms between organizations (Hwang & Lichtenthal, 2000).…”

“…However, a crisis can expose mistaken beliefs about the strength of the buyer-seller relationship ). An initial net negative social value decreases the expectations of the parties, and then, the crisis can be seen as an opportunity to reverse the situation through rethinking and updating the relational norms and perceived inter-organizational justice (Matopoulos, Didonet, Tsanasidis, & Fearne, 2019). During a global pandemic, business is focalized on people's capacity to perform assigned tasks with internal and external partners (Myer, Conte, & Peterson, 2007;Powell et al, 2018).…”

A descriptive analysis of the COVID‐19 impacts on U.S. pork, turkey, and egg markets

“…Hobbs’ (2020) assessment of the pandemic's impact on food supply chains includes an important discussion on the role and consequence of buyer–supplier relationships in economic downturns. Work in this area suggests that buyer–supplier relationships in highly competitive markets (e.g., retail groceries) are prone to failure during challenging economic conditions because the relationships are transactional and characterized by high levels of information asymmetry (Matopoulos et al, 2019). On the other hand, supply chains designed with more collaboration and long‐term relationships fare better during stressed periods (Cao & Zhang, 2011; Leat & Revoredo‐Giha, 2013; Matopoulos et al, 2019).…”

“…Work in this area suggests that buyer–supplier relationships in highly competitive markets (e.g., retail groceries) are prone to failure during challenging economic conditions because the relationships are transactional and characterized by high levels of information asymmetry (Matopoulos et al, 2019). On the other hand, supply chains designed with more collaboration and long‐term relationships fare better during stressed periods (Cao & Zhang, 2011; Leat & Revoredo‐Giha, 2013; Matopoulos et al, 2019). This suggests future investigations into the performance of our food supply chains across industries with varying structures of buyer–supplier relationships.…”

Covid-19 attacks the body of purchasing and supply management: A medical check of the immune system

“…collaboration fluency). Hippocratic oath/triage Ethical guidelines Morals, ethics, and opportunistic behavior Matopoulos et al (2019) Perceived justice is relevant to crisis management. Gelderman et al (2020) Opportunism of the buyer leads to changed collaboration mode in case of uncertainties.…”