Managing appropriately in power regimes: relationship and performance management in 12 supply chain cases

Andrew Cox (Birmingham Business School, Birmingham, UK)
Glyn Watson (Birmingham Business School, Birmingham, UK)
Chris Lonsdale (Birmingham Business School, Birmingham, UK)
Joe Sanderson (Birmingham Business School, Birmingham, UK)

Supply Chain Management

ISSN: 1359-8546

Publication date: 1 December 2004


This paper reports the findings of a two‐year EPSRC funded research project into relationship and performance strategies in power regimes. The findings from 12 very different industrial and service sector cases studies demonstrate that there is a correlation between the ability to improve the performance of suppliers and the power circumstances that exist between the buyers and suppliers. Buyers appear to be able to achieve improved performance from suppliers in situations of buyer dominance or interdependence. The research also demonstrates that whatever the objective power circumstance managers often subjectively misperceive the appropriate sourcing choices available to them. As a result business relationships can be aligned, but they are often misaligned. Furthermore, misaligned relationships may be “remediable” but they may not.



Cox, A., Watson, G., Lonsdale, C. and Sanderson, J. (2004), "Managing appropriately in power regimes: relationship and performance management in 12 supply chain cases", Supply Chain Management, Vol. 9 No. 5, pp. 357-371.

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Copyright © 2004, Emerald Group Publishing Limited

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