An examination of competitive strategy in buyer-supplier relationships for remanufacturing


This study aims to test a theoretical framework from relational rents (involving relational specific assets, knowledge sharing routines, complementary resources and capabilities and effective governance) that examines buyer-supplier relationships availability remanufacturing operations. Such characteristics are embedded in the Relational View perspective. Despite the economic, environmental and social benefits, remanufacturing is associated concomitantly with many challenges related to the cores remains under explored and add conflicting and dispute perspectives. Remanufacturing has multiple barriers that must be understood and addressed. In order to contribute to this discussion, this manuscript addresses how relational rents occur in remanufacturing within their competitive strategy in the buyer-supplier relationships. The findings showed no found evidence of obtaining competitive advantages clearly delineated by creating relational rents through the contributions of the specific alliance partners and collaborative relationships, but it was possible to highlight the incremental value that comes from individual efforts of each company. The results contribute to both the literature of remanufacturing, and closed-loop supply chains and relational view.

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Constructs Questions References
Supply chain management Does the company aim to keep a long-term relation with its direct partners in remanufacturing? Chen, Paulraj [17], Miguel [56]
What kind of conflict can occur considering the lack of integration between members of the remanufactured chain or among the remanufacturing program? Give an example Dyer and Singh [21], Miguel [56]
How was the commitment of the top management seeking integration between the internal functions of the chain in remanufacturing? Miguel [56]
What are the main agents responsible for communication in remanufacturing? Exemplify. Miguel [56]
Relation-specific assets How can the long-term relation be positive for investments in specific assets among remanufacturing companies? Exemplify. Dyer and Singh [21], Miguel [56]
Are there trainings in remanufacturing? Give examples. Dyer and Singh [21], Miguel [56]
Do the closer relations with certain companies facilitate investments in specific assets in remanufacturing? Why? Dyer and Singh [21], Dyer, Singh and Hesterly [22]
Knowledge sharing routine Does the company have a knowledge sharing routine among its work teams and among the remanufacturing areas? Dyer and Singh [21]
How was communication and the involvement of the top management in implementing remanufacturing? Miguel [56], Wang et al. [79]
Does the company consider the other company in the relation as a source of innovation and relational gain for the partnership in remanufacturing? Exemplify. Kale, Singh and Perlmutter [43]
Complementary resources and capabilities Does the company share resources with other companies? If so, what types of resources (location, physical, human, technological) in remanufacturing? Dyer and Singh [21], Dyer, Singh and Hesterly [22]
In relation to management of internal and external environments, in order to achieve a better balance between supply and demand, what are the uncertainties, in terms of return volume, time and core quality, seeking to reduce dependence on resources in remanufacturing? Exemplify. Sapienza et al. [72]
How does the company perceive that these more collaborative relations contributed to the company’s results? Is the general perception in the company the same? Do the different areas in your company agree with this partnership in remanufacturing? Why? Dyer, Singh and Hesterly [22]
Effective governance What are the internal codes of conduct, guidelines, policies and codes of conduct in remanufacturing? Give examples. Miguel [56]
How would you characterize the form of coordination of transactions adopted by the organization concerning suppliers and customers in remanufacturing? (Short-term contracts, long-term contracts, standardized contracts, specific contracts, informal relations, informal relations based on tradition, etc.). Are there different forms of coordination for different situations or is there a unique pattern in remanufacturing? Give examples. Dyer and Singh [21], Dyer, Singh and Hesterly [22], Miguel [56], Williamson [82]
How does the company protect itself from opportunistic behavior towards other remanufacturing companies? Give examples Dyer and Singh [21], Dyer, Singh and Hesterly [22].

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Moroni-Cutovoi, I. An examination of competitive strategy in buyer-supplier relationships for remanufacturing. Jnl Remanufactur (2021).

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  • Relational view
  • Remanufacturing
  • Closed-loop supply chain
  • Buyer-supplier relationships
  • Competitive advantages