Advertisement
Published in:
2006 | OriginalPaper | Chapter
The Influence of Power Relations on Interorganisational Identification in Buyer-Supplier Relationships of the Automotive Industry
Authors : Daniel Corsten, Gunther Kucza, Marion Peyinghaus
Published in: Managing Dynamic Networks
Publisher: Springer Berlin Heidelberg
Activate our intelligent search to find suitable subject content or patents.
Select sections of text to find matching patents with Artificial Intelligence. powered by
Select sections of text to find additional relevant content using AI-assisted search. powered by
This paper focuses on gaining sustainable competitive advantage in supply chain collaboration. It is based on an empirical study of more than 200 buyer-supplier relationships in the Automotive industry. Our analysis is dedicated to answering the question why and under what conditions some supplier-buyer relationships are more successful than others. Latest research in the automotive industry has revealed that suppliers engaged in committed and obliged relationships with their buyers perform better compared to the average. Drawing on Social Identity Theory, we assume that successful relationships result from interorganisational identification among supply chain members. Moreover, we hypothesise that interorganisational identification is predominantly influenced by interorganisational power strategies. Therefore, based on our research model, we examine the interdependence between power and identity and subsequently, effects of organisational identity on collaborative success.