Sources and Consequences of Bargaining Power in Supply Chains

By T. R. Crook, James G. Combs. 2007

493 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/20ad6dc4772028553dad032be4153d3f6eed1b3f

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Competence- and Integrity-Based Trust in Interorganizational Relationships: Which Matters More? (2018, background): “We suggest that they do so in the presence of competence-based trust because complex contracting can protect such partners from resource dependencies that reduce negotiating power and foster greater value creation through cooperation and creative problem solving (Crook & Combs, 2007).”
Towards a more circular economy: exploring the awareness, practices, and barriers from a focal firm perspective (2018, background): “One possible explanation for this phenomenon is that customer integration could be relatively more difficult to achieve if compared to supplier integration, since suppliers can easily be influenced if focal companies use their bargaining power (Crook and Combs 2007).”
Resource based theory in operations management research (2016, background): “From this perspective, resource dependence of firms along the supply chain create both forbearance and trust (Crook and Combs, 2007; Ireland and Webb, 2007).”
Buyer‐supplier relationships in a servitized environment: An examination with Cannon and Perreault's framework (2012, background): “, 2008), RDT (Kaufmann and Carter, 2006; Holweg and Pil, 2008), SET (Griffith et al., 2006; Crook and Combs, 2007), and relational contracting theories (Cousins and Crone, 2003) in operations management (OM) research, and occasional use of two of the theories (McIvor, 2009), there is little that com”
The governance of supply networks: a systematic literature review (2012, background): “These drive out uncertainty and lower transaction costs by constraining the behaviour of actors in the supply network (Crook and Combs, 2007).”
Logistics and financial performance: An analysis of 424 Finnish small and medium‐sized enterprises (2008, background): “This enables large firms to negotiate better terms and leaves more room for manoeuvring in many logistics, marketing and purchasing operations compared to SMEs ( Crook and Combs, 2007”
The effects of trust and coercive power on supplier integration (2009, background): “…power, an in-depth examination of prior studies indicates that most research focuses on the effects of the sole relationship of power and SCM (e.g. Crook and Combs, 2007; Griffith et al., 2006), or trust and SCM (e.g. Johnston et al., 2004; McCarter and Northcraft, 2007), with little attention…”
Towards a “theoretical toolbox” for strategic sourcing (2009, background): “Increases in interdependence, complexity, task variety, or specialization in production processes increase the coordination and communication costs between firm and sourcing partners (Combs and Crook, 2007).”
Analysing supply chain integration through a systematic literature review: a normative perspective (2014, background): “For instance, Crook and Combs (2007) report that strong members with higher authority in SC secure much of the direct benefits, as compared to those members with limited or no powers.”
Power Asymmetry, Adaptation and Collaboration in Dyadic Relationships Involving a Powerful Partner (2013, background): “Moreover, it may also enable the firm to build better bargaining power because of higher switching costs (Crook & Combs, 2007) and the social credit that may make the partner feel obligated to reciprocate the commitment shown through adaptive behavior.”