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The purpose of this study is to analyse the role of relational power/dependent asymmetries and symmetries in shaping socially responsible supply chain management, whilst also examining how these issues are moderated by geographical distance between buyer and supplier.

The study draws on data from 339 buyer‐supplier relationships, and the authors use a set of regression models to test their hypotheses.

Joint dependency positively influences socially responsible supply chain management, whilst supplier power constrains it. Both joint dependency and buyer power become increasingly important determinants of socially responsible supply chain management as geographic distance increases.

Further work is needed to examine the conditions under which organisations will exercise their power advantage or their joint dependence position to improve socially responsible processes in the supply chain, as there may be situations where the buyer chooses not to exercise their power positions.

The authors' results indicate that jointly dependent relationships create the best conditions for socially responsible supply chain management, but they also find that supplier power advantage can constrain such initiatives.

This is the first paper to systematically analyse the implementation of socially responsible supply chain management, within a model that considers power a/symmetric positions of the buyer‐supplier relationship, and the role of geographical distance as a moderating influence on these power positions.

The aim of the study is to explore how two dimensions of interpersonal relationships (i.e. size and range of relationships) affect supplier-initiating risk management behaviours (SIRMB) and supply-side resilience. Further, the study aims to explore the moderating role of dependence asymmetry.

Nine hypotheses are tested based on a moderated mediation analysis of survey data from 247 manufacturing firms in China. The data are validated using a subset of 57 attentive secondary respondents and archival data.

SIRMB positively relates to supply-side resilience. Further, SIRMB mediates the positive relationship between range and supply-side resilience, and this relationship is stronger at lower levels of dependence asymmetry. Yet, although dependence asymmetry positively moderates the relationship between range and SIRMB, it negatively moderates the relationship between size and SIRMB. We did not, however, find evidence that size has a conditional indirect effect on supply-side resilience through SIRMB.

Managers in buying firms can incentivise SIRMB to enhance supply-side resilience by developing a diverse rather than a large set of interpersonal relationships with a supplier. This might include allocating particular employees with a wide range of contacts within a supplier to that relationship, while it may be necessary to adopt different networking strategies for different supplier relationships. Firms in a highly asymmetrical relationship may seek to raise supplier expectations about the necessity to initiate risk management behaviour or look to change the dynamic of the relationship by managing contracts for fairness.

New knowledge on SIRMB as a mediating variable underpinning the relationship between interpersonal relationships and supply-side resilience is provided; and empirical evidence on the opposing moderation effect of dependence asymmetry is presented.

To cope with the rising pressure for global competitiveness, exporters are increasingly cooperating with their suppliers and customers. This research empirically examines the factors which encourage exporters to cooperate with their major trading partners in international value chains. The results suggest that while there are some differences between customer and supplier relationships, trust, relative dependence and the exporter’s competitive strategy are key variables which encourage exporters to form cooperative trading linkages. The results also suggest that an exporter’s trading relationships are interconnected: an exporter’s cooperation with customers may depend upon its cooperation with suppliers.

I study state dependence in social assistance receipt in Germany using annual survey data from the German Socio-Economic Panel for the years 1995–2011. There is considerable observed state dependence, with an average persistence rate in benefits of 68 per cent comparing to an average entry rate of just above 3 per cent. To identify a possible structural component, I estimate a series of dynamic random-effects probit models that control for observed and unobserved heterogeneity and endogeneity of initial conditions. I find evidence of substantial structural state dependence in benefit receipt. Estimates suggest that benefit receipt one year ago is associated with an increase in the likelihood of benefit receipt today by a factor of 3.4. This corresponds to an average partial effect of 13 percentage points. Average predicted entry and persistence rates and the absolute level of structural state dependence are higher in Eastern Germany than in Western Germany. I find only little evidence for time variation in state dependence around the years of the Hartz reforms.

The purpose of this paper is to develop and test a structural model of the factors that explain the level of perceived relationship effectiveness between marketing managers and sales managers.

The model integrates trust‐based and power/influence/interdependence‐based models of relationship effectiveness. The data were collected from 113 sales managers in the UK and Australia. Confirmatory factor analysis was used to test the validity of the measures, while AMOS Version 4 was employed to estimate the model using structural equation modelling with observed variables.

The study found, on average, that the perceived level of relationship effectiveness between sales managers and marketing managers is surprisingly high. The findings clearly demonstrate the potency of interpersonal trust (both cognition‐based and affect‐based) in building effective cross‐functional relationships (CFRs) and also show how interdependence affects both dimensions of trust and the marketing manager's level of manifest influence. In addition, the findings indicate that, when marketing managers have greater manifest influence, the CFR is more effective. Importantly, evidence is provided regarding the consequences of marketing managers using the two influence tactics of legalistic pleas and threats, in terms of their effects on trust and manifest influence. Finally, insights are given about the sequencing of these two influence tactics and how the power of the marketing unit indirectly affects relationship effectiveness.

This is one of the very few studies to use a large empirical survey to examine the marketing and sales dyad.

This essay summarizes the formation of the concept of “sociality” as it was developed in The Concept of the Social in Uniting the Humanities and Social Sciences. Its thesis is that if the human sciences are to have a representative discipline – in contrast with a field of largely topical studies – that defines human reality in the course of its work, then that discipline must have a concept of its distinctive reality, and the basic fact that the concept describes must be indisputable: that is, it must be irreducible and irrepressible as well as distinctively human. These qualities are satisfied by the formula “each-dependent-on-All,” where each shows itself as “intra-dependence” and, therefore, as “being-in-the-middle” of a “course of activity without immanent beginning and end.” This concept is then applied to theoretical positions presented or hinted at by the other chapters of this volume in order (1) to see how a given theory might differ from what is conventionally taught as sociological theory when the basic fact is systematically taken into account, and (2) to find among the implications of the concept a dialectic of social progress and societal change that is incompatible with received positive ideas of society, e.g., as an entity, system, or totality and compatible with the idea of such an apparent formation as a project in which the manifold (internal) relations of each-dependent-on-All present social progress as the ongoing reality of human reality.

The purpose of this paper is to examine the relationship between different aspects of alliance funding profiles (e.g. range of sources, dependence on specific sources) and participant’ perceptions of how well the organization is positioned for the future.

A mixed method study in the context of eight alliances participating in the Robert Wood Johnson Foundation’s Aligning Forces for Quality program. Data collection approaches included surveys of alliance participants and semi-structured interviews with alliance leaders.

The findings indicate that dependence on grant revenues, in particular, may be problematic for how well alliances are positioned for sustainability. While a number of approaches were identified to reduce dependence on grants, implementing these strategies presented more of a challenge for alliances due to the contextual demands of their external environment and a need to strike a balance between pursuing alternative revenue sources and fidelity to the mission and identity of the organization.

Alliance leaders need to have not only a broad and accurate understanding of their external environment, but also an appreciation of the alliance’s identity in that environment. Collectively, the findings can help organizational leaders be more informed about their funding choices and the implications those choices have for the future of their organization.

Collaborative forms of organizations (e.g. alliances, coalitions, networks) are increasingly viewed as an effective means of addressing complex, multifaceted health, and social challenges. For collaborative organizations that depend on the coordinated efforts of volunteers, addressing such complex issues is predicated on sustaining programmatic activities as well as the interest and participation of stakeholders over extended periods of time. This study sheds light on how leaders of these organizations may improve their prospects for sustainability.

A relationship dissolution model is developed that depicts some of the key antecedents of relationship commitment as revealed in the context of the dissolution of a buyer‐seller relationship. Despite the importance of the dissolution of marketing relationships, there has been little research on this topic. The level of commitment determines intentions to remain in the relationship. However, it is difficult to measure true commitment in a relationship until that relationship ends. In addition to adding to our knowledge about the dissolution of marketing relationships, this paper will also provide a new conceptual representation of the relationship commitment construct.

The purpose of this study is to develop a better understanding of how information technology (IT) resources influence a firm’s channel power development. Specifically, this study hypothesizes that two types of IT resources (i.e. IT infrastructure resources and IT human resources) are key antecedents to channel power and that information management capability is a key mediator between IT resources and channel power.

The hypotheses are tested using survey data gathered from a sample of Chinese companies. The analyses are performed using partial least squares technique.

The results suggest that both of the two IT resources play key roles in enhancing a firm’s channel power, but they do so in different ways. Specifically, while IT human resources can enhance a firm’s channel power by strengthening both information acquisition and dissemination capabilities, IT infrastructure resources can influence channel power only by enhancing a firm’s information acquisition capability.

The measurement of IT resources might potentially be influenced by subjective divergence. In addition, information management contains many sub-processes, and this study only examines two of them: information acquisition and information dissemination.

The findings suggest that managers should develop/improve both IT infrastructure and human resources to enhance channel power by building stronger information management capability. More importantly, the findings reveal that IT human resource can provide more benefits as it strengthens both information acquisition and dissemination capabilities.

This study extends the existing literature by investigating how a firm’s IT resources affect its channel power. The results of this study provide insightful guidance for managers and researchers in how to better manage IT resources to improve channel governance performance.

Using an analysis of marketing margins and the key dimensions of long‐term buyer‐seller relationships, it is possible to demonstrate that the supply chain for potatoes cultivated in the Red River Delta (Vietnam) is surprisingly efficient. While the prices paid to farmers are ultimately determined by supply and demand, the price farmers receive from traders and collector agents is influenced by tuber quality and the costs of transportation. Farmers are seldom dependent on their preferred trading partner and indicate that numerous alternative traders are available to purchase the potatoes they have harvested. While the traders similarly enjoy a strong positive relationship both with farmers and collector agents and their down‐stream customers, wholesalers report that they are much less satisfied in their exchange relationship with both the traders and the retailers. Wholesalers are more dependent on both their up‐stream and down‐stream trading partners and are more dissatisfied and less trusting of their exchange partners.