Supplier relationship portfolio management: A social exchange perspective |
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| Affiliation: | 1. Department of Logistics & Supply Chain Management, Parker College of Business, Georgia Southern University, 621 COBA Dr, Statesboro, GA, 30460, USA;2. Department of Business Administration, College of Business, Inha University, 100 Inharo, Michuhol-Gu, Incheon, South Korea;3. Department of Management and Marketing, College of Business, Oakland University, 275 Varner Drive, Rochester, MI, 48309, USA;4. Department of Operations Management and Strategy, School of Management, The State University of New York at Buffalo, 160 Jacobs Management Center, Buffalo, NY, 14260, USA;1. G. Brint Ryan College of Business, University of North Texas, 1155 Union Circle, #311396, Denton, TX, 76203-5017, USA;2. Collat School of Business, The University of Alabama at Birmingham, Department of Marketing, Industrial Distribution, and Economics, CSB 257, 1720 2nd Avenue South, Birmingham, AL, 35294-1460, USA;3. Bryant University, 1150 Douglas Pike, Smithfield, RI, 02917, USA;4. U.S. Air Force Installation Contracting Center, San Antonio, TX, 78148, USA;1. Colorado State University, United States;2. Georgia State University, United States;3. Arizona State University, United States;1. School of Management, University of Science and Technology of China, China;2. Nottingham University Business School China, University of Nottingham Ningbo China, China;3. International Institute of Finance, School of Management, University of Science and Technology of China, China;4. School of Management, Hefei University of Technology, China;1. Supply Chain Management, W. P. Carey School of Business, Arizona State University, USA;2. Department of Industrial Economics and Technology Management, Norwegian University of Science and Technology, Norway;1. Department of Business Management, School of Business, Mutah University, Alkarak 61710, Jordan;2. Department of Management, School of Business, American University of Ras Al Khaimah, United Arab Emirates;3. Department of Industrial and Production Engineering, Bangladesh University of Engineering and Technology, Dhaka, Bangladesh |
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| Abstract: | Despite the importance of relationship portfolios, it's unclear how a buying firm's differential investment in its suppliers affects the distribution of its supplier relationships and the supplier-provided benefits that result. Drawing from social exchange theory (SET), we assess the sequential linkages among supply management practices, supplier relationship sets that vary in closeness, and relational benefits. Empirically, we adopt a multi-methodological approach that combines abductive case-based and deductive survey-based research. In our case-based approach, interview responses from 34 professionals within a global Tier 1 automotive manufacturer (MFGR) and four of its suppliers, open-ended survey responses from 56 buyers and 86 engineers within MFGR, documentary evidence, and direct observations facilitate the operationalization of supply management practices and relationship closeness constructs. The survey-based study integrates case-based findings and uses response data from sales managers within 292 suppliers to MFGR and matched supplier performance data from MFGR to test a theoretical model of social exchange. In a multi-step process, we apply cluster analysis, multinomial logistic regression, ANOVA, and multiple regression to this aggregated dataset to (1) identify three distinct sets of supplier relationships that are distributed along a relationship closeness continuum, (2) show how specific supply management practices affect the composition of supplier relationship sets that comprise a buying firm's portfolio, and (3) demonstrate how supplier-provided benefits differ across supplier relationship sets. Our results validate the utility of SET as applied to supplier portfolio management and provide insights into buyers' actions that drive closer relationships, minimize risk, and maximize benefits across a supplier portfolio. |
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| Keywords: | Social exchange theory Supplier relationship portfolio management Supply management practices Relationship closeness Relational benefits |
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