PaperPower relations in the UK grocery supply chain: Developments in the 1990s
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2016, Industrial Marketing ManagementCitation Excerpt :Similarly, suppliers can utilize power plays to influence campaign decisions and react in turn to the use of power by clients. Suppliers may marshal the assistance of other powerful firms in the network to achieve this, for example, asking parent firms to prevent a client from enforcing a campaign activity on them which conflicts with the campaign objectives, illustrating that power is not simply a dyadic phenomenon but is even more complex and multi-faceted when put to play in a network context (Ogbonna & Wilkinson, 1998; Olsen et al., 2014). It is evident that multiple parties can and do exercise power in the service network and power plays can have both beneficial (e.g., parent company exerting power to enforce local subsidiary to meet campaign objectives) and detrimental effects on VCC between network actors (e.g., the supplier blocking performance evaluation measures).
Power source and its effect on customer-supplier relationships: An empirical study in Yangtze River Delta
2013, International Journal of Production EconomicsCitation Excerpt :Similar phenomenon has also been observed by other researchers. For instance, based on the empirical studies in UK grocery industry, Ogbonna and Wilkinson (1998) found that the relationship between retailers and manufacturers cannot be simply characterized by partnership. There are different relationships between major brand manufacturers and the top three or four retailers, between some large retailers and secondary manufacturers, and between retailers and manufacturers of own label brands.
Knowledge acquisition in supply chain partnerships: The role of power
2013, International Journal of Production EconomicsCitation Excerpt :Research examining the relationship between power and different attributes of supply chain partnership is relatively sparse and generally suffers from methodological shortcomings. As far as we were able to ascertain, the majority of publications that do exist are either conceptual (e.g., Cox, 1999, 2004; Watson, 1999; Cox et al., 2001; Li et al., 2002; Sucky, 2006; Crook and Combs, 2007; Muthusamy et al., 2008), or descriptive (e.g., Ogbonna and Wilkinson, 1998; Ireland, 1999; Watson, 2001). The lack of empirical research is potentially detrimental to the scholarly development of the field and to practice.
The moderating effect of brand strength in manufacturer-reseller relationships
2010, Industrial Marketing ManagementCitation Excerpt :Firms with more dependence have a greater interest in maintaining the relationship and the brand is a source of non-coercive or referent power (Anderson & Narus, 1990). Ogbonna and Wilkinson (1998) found that the major U.K grocery brand manufacturers and the top resellers are mutually dependent, but that resellers are more likely to develop strategic alliances with manufacturers of minor brands. Another study observes that such channel relationships can be unbalanced because of the power differences between large resellers and small manufacturers (Hingley, 2005).
Power asymmetries in supply chains and implications for environmental governance: a study of the beef industry
2023, Supply Chain ManagementDelineation of UK Retail Sector: An Actor-Network Perspective<sup>1</sup>
2022, Academic Journal of Interdisciplinary Studies