Transactional and Relational Exchange in Supply Chains: Constitutive Elements and Main Factors

Радаев, Вадим

doi:10.21638/11701/spbu18.2016.301

Cited by 2 publications

(6 citation statements)

References 19 publications

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“…An MNE forced to share sources and production processes with local partners to comply with CSR standards, imposed by governments and the UN (Crilly et al, 2016;Radaev, 2018). Following the standards of CSR, an MNE helps local partners to upgrade economically (Gereffi & Lee, 2012, 2016. These actions of an MNE lead to a more symmetrical input of partners in the end value and, consequently, more equal shares of trade margin.…”

Section: Research Hypothesesmentioning

confidence: 99%

“…(In)equality in negotiations (H2) was measured by a multi-item construct, designed on the basis of (Radaev, 2013(Radaev, , 2016. This construct consists of two single-item questions provided to respondents.…”

Section: Dependent Variablesmentioning

confidence: 99%

“…The intensiveness of social exchanges (H3) was measured by a multi-item construct, designed on the basis of (Radaev, 2016). This construct consists of two single-item scales that represent informal support in buyer-supplier dyads.…”

Section: Dependent Variablesmentioning

confidence: 99%

“…Extended duration of interactions with partners leads to a higher amount of firm-specific investments. Specific investments increase the cost of conflicts by raising risks of monetary losses, when an interfirm partnership breaks down (Radaev, 2016; Uzzi, 1996). To cut these risks, partners will seek compromises during negotiations.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Power Symmetry in Global Value Chains: Evidence from the Russian Retail Market

Belyavskiy

2023

Journal of Eurasian Studies

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Value chain management actively studies sources and types of interfirm power because increasing power symmetry between partners fosters innovativeness and adaptability to a market context. This study focuses on global value chains (GVCs) as a special type of value chains that experiences substantial influence of collective power. In the analysis I attempt to demonstrate higher power symmetry between partners inside a GVC than in other value chains. This hypothesis is based on a combination of resource dependence, mutual dependence, and social exchange/social embeddedness approaches with the analysis of structure in a GVC. The paper uses data from four waves of a survey conducted in Russia between 2010–2019 that include more than 2.700 managers of both buyers and suppliers. (OLS) and logit regression models were built for the analysis. The results demonstrate that partners inside GVCs share trade margins more symmetrically, have more equal negotiation power, and are more intensively involved in social exchanges through informal support.

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Section: Research Hypothesesmentioning

confidence: 99%

Section: Dependent Variablesmentioning

confidence: 99%

Section: Dependent Variablesmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Power Symmetry in Global Value Chains: Evidence from the Russian Retail Market

Belyavskiy

2023

Journal of Eurasian Studies

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“…Most researchers choose to focus on the Central Federal District, which has access to most resources, including innovation [2][3][4][5], and then extrapolate the results to the rest of Russia, regardless of regional variations. Therefore, it seems appropriate to conduct a comparative analysis of retailers operating in the Ural Federal District and identify regional features in the ways category management is applied in this region.…”

Section: Introductionmentioning

confidence: 99%

Category management in Russian retail sphere (case of the Ural Federal District)

Ilyenkova

2018

R-E

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The Ural Federal District is one of the leading Russian regions: it has a dynamically developing economy characterized by vigorous competition. One of the ways to enhance companies' performance in these conditions is category management. This article seeks to evaluate the level of implementation of category management principles in the retail sphere of the Ural region and to identify the main regional features of retail management. The article provides a brief overview of the approaches to defining category management and outlines its key elements. The empirical part of the study concerns with the results of the survey conducted among category managers of nine Ural retailers. The head offices of these retailers are located in Ekaterinburg and the majority of their stores are situated in the Ural Federal District. It was found that although all the respondents are aware of the key principles of category management, not all of them are able to put these principles into practice systematically, mainly due to the policies of their companies, which are often orientated towards gaining quick, short-term profits rather than building balanced long-term strategies. Category managers also often face constraints in their decision-making and lack modern tools for data processing and analysis. The conclusion is made that category management offers Ural retailers a range of opportunities for further development if they choose to invest in modern equipment and personnel training and revise their supplier relationship policies.

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Transactional and Relational Exchange in Supply Chains: Constitutive Elements and Main Factors

Cited by 2 publications

References 19 publications

Power Symmetry in Global Value Chains: Evidence from the Russian Retail Market

Power Symmetry in Global Value Chains: Evidence from the Russian Retail Market

Category management in Russian retail sphere (case of the Ural Federal District)

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