Abstract
Having discussed the strengths and weaknesses of the current literature this chapter introduces the conditions that must be in place for successful relationship alignment under changing circumstances of buyer and supplier power. The analysis attempts to provide a holistic account by focusing on the relationship from the perspective of the buyer as well as the supplier. Unlike some previous analyses the approach outlined here starts from the view that there is no one best way for buyers or suppliers to manage business relationships. Although there may be ideal positions for both the buyer and supplier, how any organisation should manage a business relationship in practice depends on the circumstance it is in. This means that buyers and suppliers often have to manage business relationships in circumstances that are far from ideal.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Bensaou, M. (1999) ‘Portfolios of buyer—supplier relationships’, Sloan Management Review (Summer), pp. 35–44.
Cannon, J. and Perreault, W. D. (1999) ‘Buyer—supplier relationships in business markets’, Journal of Marketing Research, vol. 36 (November), pp. 439–60.
Connolly, W. E. (1972) ‘On interests in politics’, Politics and Society, vol. 2, pp. 459–77.
Cox, A. (1997a) Business Success (Helpston, UK: Earlsgate Press).
Cox, A. (1997b) ‘On power, appropriateness and procurement competence’, Supply Management, 2 October, pp. 24–7.
Cox, A. (2001a) ‘Understanding buyer and supplier power: a framework for procurement and supply competence’, The Journal of Supply Chain Management, vol. 37, no. 2, pp. 8–15.
Cox, A. (2001b) ‘Managing with power: strategies for improving value appropriation from supply relationships’, The Journal of Supply Chain Management, vol. 37, no. 2, pp. 42–7.
Cox, A. (2005) The Rules of the Game: How to Capture Value in Business (Helpston, UK: Earlsgate Press).
Cox, A., Sanderson, J. and Watson, G. (2000) Power Regimes: Mapping the DNA of Business and Supply Chain Relationships (Helpston, UK: Earlsgate Press).
Cox, A., Ireland, P., Lonsdale, C., Sanderson, J. and Watson, G. (2002) Supply Chains, Markets and Power: Mapping Buyer and Supplier Power Regimes (London: Routledge).
Cox, A., Ireland, P., Lonsdale C., Sanderson, J. and Watson, G. (2003) Supply Chain Management: A Guide to Best Practice (London: Financial Times/Prentice Hall).
Gallie, W. B. (1955/6) ‘Essentially contested concepts’, Proceedings of the Aristotelian Society, vol. 56, pp. 167–98.
Hallen, L., Johanson, J. and Seyed-Mohamed, N. (1991) ‘Interfirm adaptation in business relationships’, Journal of Marketing, vol. 55 (April), pp. 29–37.
Low, B. K. H. (1996) ‘Long-term relationships in industrial marketing: reality or rhetoric’, Industrial Marketing Management, vol. 25, pp. 23–35.
Lukes, S. (1977) Power: A Radical View (London: Macmillan).
Rumelt, R. P. (1987) ‘Theory, strategy and entrepreneurship’, in D. Teece (ed.), The Competitive Challenge: Strategies for Industrial Innovation and Renewal (New York: Harper & Row), pp. 137–58.
Author information
Authors and Affiliations
Copyright information
© 2004 Andrew Cox, Chris Lonsdale, Joe Sanderson and Glyn Watson
About this chapter
Cite this chapter
Cox, A., Lonsdale, C., Sanderson, J., Watson, G. (2004). Power, Leverage and the Strategic Purposes of Business Relationships. In: Business Relationships for Competitive Advantage. Palgrave Macmillan, London. https://doi.org/10.1057/9780230509191_2
Download citation
DOI: https://doi.org/10.1057/9780230509191_2
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-51441-0
Online ISBN: 978-0-230-50919-1
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)