The influence of power position on the depth of collaboration

Abstract

Purpose

This paper aims to analyze the influence of power on the depth of collaboration by discussing the power relations and collaborative relationships between buyers and suppliers in networks. The aim is to shed light on how power position in a network influences the depth of collaboration.

Design/methodology/approach

The study utilizes a case research as a method and analyzes a network from the Finnish food industry. The empirical data comprises 29 semi-structured interviews conducted among the personnel of four case companies.

Findings

The findings of the study suggest that the network actors' power relations affect the form of the relationships. It seems that power influences the depth of collaboration, which is minimal if the actors do not have balanced power positions. Highlighting the importance of the network context, the results also indicate that the role and position in the network may crucially determine the character of the power relations if the actors are otherwise in balanced positions.

Practical implications

The results have implications for purchasing and supply chain managers and practitioners in terms of shedding light on the relation between power and collaboration. It enhances understanding of how power influences collaboration, and of how a wider network perspective could determine the power relations between the companies. Managers need to be aware of the effects of power on the nature of their relationships and, moreover, on the depth of collaboration. This enhances their ability to determine their positions in relation to other companies, and to develop relationships offering opportunities for deeper collaboration.

Originality/value

The literature review reveals that the issues of power and collaboration in the network context have rarely been connected and discussed in relation to each other. This constitutes a clear and notable research gap given the implication that the relation between power and collaboration, in terms of the influence of power position, is still an unexplored area. Moreover, whereas most previous studies on the phenomenon of power concentrate on analyzing dyadic relationships, this study raises the question of the network context.

Citation

Kähkönen, A.-K. (2014), "The influence of power position on the depth of collaboration", Supply Chain Management, Vol. 19 No. 1, pp. 17-30. https://doi.org/10.1108/SCM-03-2013-0079