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This paper aims to explore the supply chain management problem of understanding the response of suppliers to buyer behaviours and characteristics.

The paper reviews the relevant literature in search of references to critically assesses the effects of applying the mirror images of the concepts of customer value, satisfaction and product or service quality, developed in the field of marketing, to the field of operations management.

The study suggests that the new concept of purchase offering quality is worthy of further development in the supply chain management area and that supplier value and supplier satisfaction are useful concepts for understanding supplier behavioural intentions.

The study will help organisations to improve supply chain performance through an enhanced ability of organisations-as-buyers to influence supplier behaviour by modifying aspects of their own behaviour. It should be of particular interest to all organisations in their dealings with recalcitrant and unresponsive suppliers, or buyers with very low levels of power trying to improve the responsiveness of more powerful suppliers.

The paper introduces two new concepts: “purchase offering quality” that describes supplier perceptions of the characteristics and behaviours of buyers offering supplier benefits, and “supplier behavioural intentions” that is a term referring to the responses of suppliers to buyer characteristics and behaviours. This work can form the foundations of an extensive area of new study into organisational supplying behaviour.

This study sought to examine the extent to which outsourced contracts, buyer-supplier trust and supplier opportunistic behavior explain supplier performance in Ugandan Public Procuring and Disposing Entities (PDEs). This study was prompted by reports of long lead times, failure to match specifications, late deliveries, poor quality of services delivered, contract violations, and increased supplier cheating. Cross sectional data from 116 central government PDEs concerning outsourced contracts was collected using a self-administered questionnaire. Hierarchical regression was used to indicate what happens to a model that was developed as part of this research as different predictor variables are introduced. The findings revealed that outsourced contracts, buyer-supplier trust, and supplier opportunistic behavior are significant predictors of supplier performance. The study has both managerial and policy implications which are discussed in this paper.

The supply chain management literature and agency theory suggest that preventing supplier non-conformance—a supplier's failure to conform to the requirements of the buyer—requires monitoring supplier behavior. However, case studies collected to explore how buyers monitored suppliers revealed an unexpected empirical phenomenon. Some buyers believed they could prevent non-conformance by either trusting their suppliers or relying on a third party, without monitoring their behavior. The purpose of this article is to examine conditions when buyers should monitor supplier behavior to prevent non-conformance.

This article employs a mixed-method design by formulating an agent-based simulation grounded in the case-study findings and agency theory to reconcile observed unexpected behaviors with scholarly suggestions.

The simulation results indicate that buyers facing severe consequences from non-conformance should opt to monitor supplier behavior. Sourcing from trusted suppliers should only be reserved for buyers that lack competence and have a small number of carefully selected suppliers. Moreover, buyers facing minor consequences from non-conformance should generally favor sourcing from trusted suppliers over monitoring their behavior. The results also suggest that having a third-party involved in monitoring suppliers is an effective path to preventing non-conformance.

By combining a simulation with qualitative case studies, this article examines whether buyers were making appropriate decisions, thereby offering contributions to theory and practice that would not have been possible using either methodological approach alone.

Green supplier selection (GSS) is acknowledged as important governance in green supply chain management (GSCM). However, this paper argues that GSS is not a stand-alone GSCM governance mode that determines manufacturers' environmental performance but rather one that needs to be aligned with contractual governance, particularly contractual control and adaptation, to promote environmental performance effects. This paper adopts GSS as ex ante governance and introduces behavior and outcome controls as ex post contractual control and adaptation, respectively. Thus, this paper addresses how GSS affects environmental performance directly and indirectly through behavior and outcome controls within transaction cost economics (TCE) theory.

This research model was tested on 300 Chinese manufacturing firms, and multiple regression analysis was used to validate our hypotheses.

A direct relationship was observed between GSS and environmental performance. This direct relationship is positively mediated by behavior and outcome controls.

This paper develops and elucidates an integrative green supply chain process proceeding from the implementation of ex ante GSS and ex post contractual governance to the realization of environmental performance. Furthermore, this paper considers two different forms of contractual governance, specifically contractual control and adaptation, and explains how they can be implemented using behavior and outcome controls from the perspective of TCE theory.

The purpose of this study is to investigate the relationships between the social power of apparel buyers from developed countries and the psychologically defensive workplace behavior (PDWB) of the suppliers from a developing country.

An online survey was used to collect 205 responses from the professionals who were working in the apparel exporting companies in Bangladesh. Data were analyzed quantitatively.

The results showed that the exercise of buyers' reward and coercive power was associated with the suppliers' perfectionistic workplace behavior. The exercise of buyers' coercive power was associated with the suppliers' arrogant-vindictive workplace behavior. The exercise of buyers' reward power was associated with the suppliers' narcissistic workplace behavior, and coercive power was found to be statistically suggestive.

This study purposely used convenient and snowball sampling techniques to collect data from Bangladesh only. Future researchers could focus on random sampling from different countries to improve the generalizability of the research.

This study will help apparel buyers to better negotiate with Bangladeshi suppliers regarding maintaining proper workplace conditions and compliances. It will also help industry professionals to better educate suppliers on how to deal with workplace pressure.

This study adds to the literature on social power and PDWB, specifically related to the apparel manufacturing industry, and will help illustrate the impact of workplace behavior in terms of corporate social responsibility beyond the usual measurement of the codes of conduct and compliance issues.

This study aims to get a deeper understanding of one of the antecedents of opportunistic behavior in strategic supplier relationships at the individual level of analysis. The authors specifically focus on self-justification, which could be seen as a mechanism that relaxes the moral scruples of purchasing professionals and, hence, facilitates actual opportunistic behavior.

The critical incident technique was deployed to interview purchasing professionals in the Netherlands about their personal opportunistic behavior in strategic supplier relationships. This resulted in rich autobiographical accounts of 29 critical incidents of opportunistic behavior. The data were analyzed through the lens of the self-justification theory.

The study identified a set of self-justification strategies underlying opportunistic purchasing behavior in strategic supplier relationships. Opportunistic professionals tended to deploy six strategies: acknowledgement, denial, rationalization, attributional egotism, sense of entitlement and ego aggrandizement.

This study is limited to Dutch industrial purchasers and was exploratory by nature. Future research could extend the perspective to other sectors, cultures and professional roles.

The study draws attention to radically new interventions at the individual level of analysis. To understand and minimize opportunistic behavior in strategic supplier relationships, organizations should acknowledge and address the important issue of self-justifications of purchasing professionals.

In contrast to the existing literature at the firm level of analysis, this study sheds new light on the antecedents of buyer opportunism from an alternative theoretical perspective at the individual level of analysis. The authors do not draw on the narrow perspective of personality psychology, but rather focus on the role of self-justification as an antecedent of buyer opportunism in strategic supplier relationships.

Based on the chain liability and green halo effects, this study uses the perspective of multi-tier supply chain management to examine the impact mechanism and boundary conditions of suppliers' green innovation types on consumers' willingness to participate in value co-creation with focal firms from the perspective of multi-tier supply chain management.

Using four situational experiments, 660 participants were recruited in Credamo, and SPSS 23.0 was used for data analysis. Experiments 1a and 1b verify the effect of suppliers' green innovation on consumers' willingness to participate in value co-creation with focal firms; experiment 2 examines the mediating effect of green sincerity perception; and experiment 3 explores the moderating effect of innovation proactiveness.

The results show that suppliers' green innovation efforts are more sincere when they are substantive (vs. symbolic), thereby generating higher value co-creation intentions. As a driving force, innovation proactiveness moderates the influence of suppliers' green innovation types on consumer's willingness to co-create value with focal firms.

This study enriches the literature on green supply chain management (GSCM) and consumers' willingness to co-create value. Furthermore, this study provides firms with practical guidance to improve marketing performance and green innovation practices through multilevel GSCM.

This study aims to examine small-firm shifts in behavior during major supply chain disruptions that change supply chains permanently. The study focuses on small to mid-sized enterprise (SME) responses to suppliers’ opportunistic behaviors within a larger disruptive environment. The study addresses two broad research questions: how do small businesses adapt to supply chain disruptions, and under what conditions are such adoptions warranted?

This study used mixed methods, a qualitative netnography and a quantitative analysis of survey data. It tested a model based on responses from members of an online business-to-business community. The model development was driven by the findings from netnography and two theoretical lenses.

The responses suggested a strong relationship between the two theoretical approaches. The conditions described by the resource-based view (RBV) of the firm led to many real options. Supply chain disruptions and deceptive suppliers triggered rapid adaptation through traditional marketing tactics and strategies. Changes in the supply chain, and place, led to responses in price, promotion and product. Respondents hoarded, developed relationships with new, nonopportunistic suppliers and changed prices, products and product mixes. They developed cooperative relationships – coopetition – to deal with shared problems.

This study interprets supply chain disruptions through the lens of marketing in SMEs; it combines qualitative and quantitative methods to better understand supply chain disruptions in a marketing context; it applies the real options theory and the RBV of the firm to marketing in the context of supply chain disruptions, and it reflects real-time small-firm behavior in a crisis.

This study aims to focus on the switching path analysis technique (SPAT) application to enlarge the understanding of customer switching from the business to consumer (B‐to‐C) context to the processes of business‐to‐business (B‐to‐B) supplier switches.

The paper is a theory extension of SPAT, with nine (9) supplier switching cases in different B‐to‐B settings. The cases shed light also on the actual triggers and determinants of the B‐to‐B switches.

The study proves the applicability of SPAT in B‐to‐B settings. The B‐to‐B context adds complexity, forming a relationship flow where many driving factors act for switching. Thus, the findings suggest that a comprehensive analysis of the triggers and determinants is required to understand the switching processes. In particular, the characteristics of the active/passive behaviour should be analysed separately in the customer and in the old and new suppliers.

The empirical findings are exploratory in nature. Further research should refine the characteristics of active and passive behaviour at the levels of the relationship, the companies and the individuals to comprehend the notion of the influential trigger in SPAT. Further research should also address the wider topic of the patterns of certain triggers and determinants that actually lead to unstable supplier relationships.

The B‐to‐B supplier switches appear to be complex processes. The supplier should be able to be constantly aware of the major changes in the customer's business. Based on this awareness, the supplier may actively affect the development of the relationship to avoid unwanted switches.

The paper combines the relatively mature research stream of B‐to‐C supplier switches and access to B‐to‐B supplier‐switching cases. The theory contribution of the paper is the extension of the theory to the B‐to‐B context, with relevant research implications.

Globally, supply chains compete in a complex and rapidly changing environment. Hence, sustainable supplier selection has become a decisive variable in the firm’s financial success. This requires reliable tools and techniques to enhance understanding on how supplier behavior evolves with time and to select the best sustainable supplier. System dynamics (SD) is an approach to investigate the dynamic behavior in which the system alterations correspond to the system variable changes. Fuzzy logic usually solves the challenges of imprecise data and ambiguous human judgment. The paper aims to discuss these issues.

This work presents a novel modeling approach for integrating information on supplier behavior in fuzzy environment with SD simulation modeling technique. This results in a more reliable and responsible decision-support system. Supplier behavior with respect to relevant sustainability criteria were sourced through expert interviews and simulated in Vensim to select the best possible sustainable supplier. The simulation runs were carried out in four scenarios, namely, past, current, future and average time horizon for four different suppliers. A multi-criteria decision-making model was presented to compare results from the systems dynamics model.

An increase in the rate of investment in sustainability by the different suppliers causes an exponential increase in total sustainability performance of the suppliers. The growth rate of the total performance of suppliers outruns their rate of investment in sustainability after about 12 months.

While a significant work exists regarding supplier selection, little work has been found that investigates how to insure sustainable suppliers maintain their status for a long period of time.