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Are co‐operation and trust being confused with power? An analysis of food retailing in Australia and the UK

G. Peter Dapiran (G. Peter Dapiran is Senior Lecturer in the Department of Marketing, Monash University, Caulfield East, Australia.)
Sandra Hogarth‐Scott (Sandra Hogarth‐Scott is Professor of Marketing and Entrepreneurship, and Chair of the Doctoral Programme at the University of Bradford School of Management, Bradford.)

International Journal of Retail & Distribution Management

ISSN: 0959-0552

Article publication date: 1 May 2003

5503

Abstract

Category management has been promoted as a mechanism to achieve closer working relations between suppliers and retailers. The premise has been that category management should result in a reduced reliance on the use of power as an element of the relationship and increased levels of cooperation. However, power is an element of any relationship and exists even when not activated. Further, the premise rests on the notion that cooperation is a polar opposite of power. This research confirms that food industry managers perceive the use of power in solely negative terms. Power can be defined operationally as the ability of one channel member to influence the marketing decisions of another channel member and hence must be related to cooperation. This paper reviews the nature of dependence, power and cooperation and explores the role of these constructs in the practice of category management. The results of continuing research in the area of category management relationships are reported.

Keywords

Citation

Dapiran, G.P. and Hogarth‐Scott, S. (2003), "Are co‐operation and trust being confused with power? An analysis of food retailing in Australia and the UK", International Journal of Retail & Distribution Management, Vol. 31 No. 5, pp. 256-267. https://doi.org/10.1108/09590550310472424

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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