The Influence of Power Relations on Interorganisational Identification in Buyer-Supplier Relationships of the Automotive Industry

Daniel Corsten, Gunther Kucza and Marion Peyinghaus
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Daniel Corsten: London Business School
Gunther Kucza: Holcim AG
Marion Peyinghaus: POM AG

Chapter Chapter 7 in Managing Dynamic Networks, 2006, pp 167-209 from Springer

Abstract: Abstract 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.

Keywords: Social Identity Theory; Power Relations; Supplier-Buyer Relationships; Automotive Industry (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-540-32884-1_7

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DOI: 10.1007/3-540-32884-X_7

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