Supplier–supplier relationships in the buyer–supplier triad: Building theories from eight case studies |
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| Institution: | 1. Department of Management, College of Business, Oregon State University, 200 Bexell Hall, Corvallis, OR 97331-2603, USA;2. Department of Supply Chain Management, W.P. Carey School of Business, Arizona State University, Tempe, AZ 85287-4706, USA;1. Department of Marketing, University of Missouri – St. Louis, MO, 63021, United States;2. School of Management, Xi’an Jiaotong University, Xi’ an, Shaanxi, 7100049, China;3. Faculty of Business and Economics, University of Hong Kong, Pokfulam, Hong Kong;1. Department of Marketing, School of Business Administration, Southwestern University of Finance and Economics, Chengdu, PR China;2. Collat School of Business, University of Alabama at Birmingham, Birmingham, AL 35294, United States;3. Department of Marketing, College of Business, City University of Hong Kong, Kowloon, Hong Kong SAR;1. University of North Florida, Coggin College of Business, 1 UNF Drive, Jacksonville, FL, 32224, USA;2. University of San Diego, School of Business, 5998 Alcala Park, San Diego, 92110, USA |
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| Abstract: | Many researchers have studied how the buying company manages its relationship with suppliers (i.e. buyer–supplier relationship). Extending this genre of study, researchers have recently shown interest in investigating how the buying company manages relationships between the suppliers (i.e. supplier–supplier relationship). In other words, just as the relationship with the suppliers does, the relationships between suppliers have strategic implications for the buyer. We present in this study eight cases that describe supplier–supplier relationship dynamics. Using theory building through case studies, we identify five archetypes of supplier–supplier relationships. Each type of relationship is a unique configuration of the relational characteristics. We also present working propositions that associate the antecedent conditions that lead to these archetypes and eventual performance implications. |
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