| Abstract: | This paper details the results and managerial implications from four case studies, which examine how the environmental adaptation process (EAP) is managed within business‐to‐business relationships. The research uses models of supplier–customer interaction and inter‐organization cooperation in order to explore inter‐firm relationships and the process of adaptation. The research findings show that either party might pursue adaptations and also establishes features of the process itself as well as identifying factors that can facilitate or hinder the introduction of environmental changes. Arriving at a satisfactory outcome to the adaptation process can be determined by individual company and relationship characteristics, as well as the behaviour and experience of those managers involved in the process. Guidelines for the management of the process of environmental adaptation are proposed. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment |
