Dariusz Siemieniako (Poland Bialystok University of Technology), Maciej Mitrega (Poland University of Economics in Katowice), Hannu Makkonen (Finland University of Vaasa)
Power in Business Relationships
Dynamics, Strategies and Internationalisation
Dariusz Siemieniako (Poland Bialystok University of Technology), Maciej Mitrega (Poland University of Economics in Katowice), Hannu Makkonen (Finland University of Vaasa)
Power in Business Relationships
Dynamics, Strategies and Internationalisation
- Broschiertes Buch
- Merkliste
- Auf die Merkliste
- Bewerten Bewerten
- Teilen
- Produkt teilen
- Produkterinnerung
- Produkterinnerung
Focusing on the issue of power as the main building block of relationships between business buyers and sellers, this book explains the complex nature of power with its multidimensional and multi-directional character.
Andere Kunden interessierten sich auch für
![Power in Business Relationships]( "Power in Business Relationships")
Dariusz SiemieniakoPower in Business Relationships46,99 €![Get Clients Now! (TM)]( "Get Clients Now! (TM)")
C. HaydenGet Clients Now! (TM)22,99 €![Business-to-Business Marketing]( "Business-to-Business Marketing")
Ross BrennanBusiness-to-Business Marketing103,99 €![Customer Relationship Management]( "Customer Relationship Management")
Gerhard RaabCustomer Relationship Management45,99 €![Value First, Then Price]( "Value First, Then Price")
Value First, Then Price204,99 €![Value First, Then Price]( "Value First, Then Price")
Value First, Then Price42,99 €![Kellogg on Marketing]( "Kellogg on Marketing")
Alexander ChernevKellogg on Marketing28,99 €-
-
-
Focusing on the issue of power as the main building block of relationships between business buyers and sellers, this book explains the complex nature of power with its multidimensional and multi-directional character.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Routledge Focus on Business and Management
- Verlag: Taylor & Francis Ltd
- Seitenzahl: 130
- Erscheinungstermin: 29. Januar 2024
- Englisch
- Abmessung: 216mm x 140mm x 7mm
- Gewicht: 174g
- ISBN-13: 9780367559793
- ISBN-10: 036755979X
- Artikelnr.: 69791535
- Herstellerkennzeichnung
- Books on Demand GmbH
- In de Tarpen 42
- 22848 Norderstedt
- info@bod.de
- 040 53433511
- Routledge Focus on Business and Management
- Verlag: Taylor & Francis Ltd
- Seitenzahl: 130
- Erscheinungstermin: 29. Januar 2024
- Englisch
- Abmessung: 216mm x 140mm x 7mm
- Gewicht: 174g
- ISBN-13: 9780367559793
- ISBN-10: 036755979X
- Artikelnr.: 69791535
- Herstellerkennzeichnung
- Books on Demand GmbH
- In de Tarpen 42
- 22848 Norderstedt
- info@bod.de
- 040 53433511
Dariusz Siemieniako is Associate Professor at Bialystok University of Technology and Kozminski University, both in Poland. His research focuses on interorganizational relationships versus social issues and also on B2B marketing, including power issues and collaborative innovation development. He published in quality journals including: Industrial Marketing Management, Journal of Business Research and Journal of Marketing Management. Dariusz serves as an associate editor or board member for several journals and, he is the founder and coordinator of the CID Group, an informal international network of researchers and journal editors. He was associated with Griffith University, Australia (2013-2019), most recently as Adjunct Associate Professor. He has 7 years of business practice working as a CEO, Board Member and Director of Business Development for several companies operating in international environment on B2B markets. Maciej Mitr¿ga is a professor at the University of Economics in Katowice, where he serves as chair professor of the Discipline Board for Management Science and head of the Organizational Relationship Management Department. The majority of his work focuses on dynamic capabilities, but he also studies a wide range of topics in strategy and business-to-business area. You can find his articles in periodicals such as the International Journal of Operations & Production Management, Long Range Planning Industrial Marketing Management, Journal of Business Research and International Marketing Review. In some of these journals Maciej serves as guest editor or board member. In 2010-2011, Maciej worked at Manchester Business School as a Marie Curie Research Fellow. Hannu Makkonen is Professor of Marketing at School of Marketing and Communication at the University of Vaasa. His research interests lie in the areas of innovation management, innovation ecosystems, and value creation logics in industrial networks and relationships. His previous work has been published in e.g. Industrial Marketing Management, Technovation, Journal of Business Research, Marketing Theory, Journal of Service Management, Journal of Business & Industrial Marketing, Management Decision, Technology Analysis & Strategic Management, Journal of Business Market Management, and Journal of Financial Services Marketing. Gregor Pfajfar is an associate professor in the field of international business at School of Economics and Business, University of Ljubljana. His main area of research focuses on distribution channel conflicts and relationships in B2B markets, international marketing strategies, export performance and collaborative consumption. As a visiting professor he gave lectures at internationally high-ranked universities in England, Canada, Russia, Poland, Lithuania, Estonia and Croatia. He was a project leader or a team member for several applied projects in field of international business for selected international companies like P&G, IBM, BMW, Henkel, Gorenje, Elan, etc. His work was published in Industrial Marketing Management, International Marketing Review, Journal of Services Marketing, Journal of Business and Industrial marketing, European Journal of International Management, Journal of East European Management Studies among others.
Introduction
Chapter 1. Power as the cornerstone of business relationships
1.1. Multifaceted power as a key building block of business relationships
1.1.1. Introduction
1.1.2. Power and power sources in business relationships
1.1.3. Power as socially constructed phenomenon
1.1.4. Structural and behavioural power asymmetry
1.1.5. Summary
1.2. Power-related tactics in asymmetrical buyer-supplier relationships
1.2.1. Introduction
1.2.2. The risks posed to the weaker party by asymmetric power relations as
a determinant of undertaking power-related tactics
1.2.3. Power-related tactics of weaker suppliers in asymmetrical
relationships
1.2.4. Two-sided power-related tactics in buyer-supplier asymmetrical
relationships
1.2.5. Summary
1.3. References
Chapter 2. Relationship power dynamics as a focus of scientific research
and an area for business practice implications
2.1. Advancing the study of power dynamics in business relationships:
introducing a power dynamics canvas and narrative approach
2.1.1. Introduction
2.1.2. Conceptualising power dynamics in business relationships: a power
dynamics canvas
2.1.3. Applying the narrative approach to the study of power dynamics in
business relationships
2.1.4. Summary
2.2. Studying relationship power dynamics - example of buyer-supplier dyads
in the manufacturing industry
2.2.1. Introduction
2.2.2. Multiple case study research method and research context
2.2.3. Research results
2.2.4. Summary
2.3. References
Chapter 3. Power in international business relationships
3.1. The specific nature of power in international business relationships
3.1.1. Introduction
3.1.2. The role of power in international business relationships
3.1.3. Power in headquarters-subsidiary relationships
3.1.4. Summary
3.2. Culture and conflict as antecedents to power and their influence on
export performance in international business relationships
3.2.1. Introduction
3.2.2. Culture and power in international business relationships
3.2.3. Conflict and power in international business relationships
3.2.4. Handling power for managing export performance in international
business relationships
3.2.5. Summary
3.3. References
Conclusions and implications
Index
Chapter 1. Power as the cornerstone of business relationships
1.1. Multifaceted power as a key building block of business relationships
1.1.1. Introduction
1.1.2. Power and power sources in business relationships
1.1.3. Power as socially constructed phenomenon
1.1.4. Structural and behavioural power asymmetry
1.1.5. Summary
1.2. Power-related tactics in asymmetrical buyer-supplier relationships
1.2.1. Introduction
1.2.2. The risks posed to the weaker party by asymmetric power relations as
a determinant of undertaking power-related tactics
1.2.3. Power-related tactics of weaker suppliers in asymmetrical
relationships
1.2.4. Two-sided power-related tactics in buyer-supplier asymmetrical
relationships
1.2.5. Summary
1.3. References
Chapter 2. Relationship power dynamics as a focus of scientific research
and an area for business practice implications
2.1. Advancing the study of power dynamics in business relationships:
introducing a power dynamics canvas and narrative approach
2.1.1. Introduction
2.1.2. Conceptualising power dynamics in business relationships: a power
dynamics canvas
2.1.3. Applying the narrative approach to the study of power dynamics in
business relationships
2.1.4. Summary
2.2. Studying relationship power dynamics - example of buyer-supplier dyads
in the manufacturing industry
2.2.1. Introduction
2.2.2. Multiple case study research method and research context
2.2.3. Research results
2.2.4. Summary
2.3. References
Chapter 3. Power in international business relationships
3.1. The specific nature of power in international business relationships
3.1.1. Introduction
3.1.2. The role of power in international business relationships
3.1.3. Power in headquarters-subsidiary relationships
3.1.4. Summary
3.2. Culture and conflict as antecedents to power and their influence on
export performance in international business relationships
3.2.1. Introduction
3.2.2. Culture and power in international business relationships
3.2.3. Conflict and power in international business relationships
3.2.4. Handling power for managing export performance in international
business relationships
3.2.5. Summary
3.3. References
Conclusions and implications
Index
Introduction
Chapter 1. Power as the cornerstone of business relationships
1.1. Multifaceted power as a key building block of business relationships
1.1.1. Introduction
1.1.2. Power and power sources in business relationships
1.1.3. Power as socially constructed phenomenon
1.1.4. Structural and behavioural power asymmetry
1.1.5. Summary
1.2. Power-related tactics in asymmetrical buyer-supplier relationships
1.2.1. Introduction
1.2.2. The risks posed to the weaker party by asymmetric power relations as
a determinant of undertaking power-related tactics
1.2.3. Power-related tactics of weaker suppliers in asymmetrical
relationships
1.2.4. Two-sided power-related tactics in buyer-supplier asymmetrical
relationships
1.2.5. Summary
1.3. References
Chapter 2. Relationship power dynamics as a focus of scientific research
and an area for business practice implications
2.1. Advancing the study of power dynamics in business relationships:
introducing a power dynamics canvas and narrative approach
2.1.1. Introduction
2.1.2. Conceptualising power dynamics in business relationships: a power
dynamics canvas
2.1.3. Applying the narrative approach to the study of power dynamics in
business relationships
2.1.4. Summary
2.2. Studying relationship power dynamics - example of buyer-supplier dyads
in the manufacturing industry
2.2.1. Introduction
2.2.2. Multiple case study research method and research context
2.2.3. Research results
2.2.4. Summary
2.3. References
Chapter 3. Power in international business relationships
3.1. The specific nature of power in international business relationships
3.1.1. Introduction
3.1.2. The role of power in international business relationships
3.1.3. Power in headquarters-subsidiary relationships
3.1.4. Summary
3.2. Culture and conflict as antecedents to power and their influence on
export performance in international business relationships
3.2.1. Introduction
3.2.2. Culture and power in international business relationships
3.2.3. Conflict and power in international business relationships
3.2.4. Handling power for managing export performance in international
business relationships
3.2.5. Summary
3.3. References
Conclusions and implications
Index
Chapter 1. Power as the cornerstone of business relationships
1.1. Multifaceted power as a key building block of business relationships
1.1.1. Introduction
1.1.2. Power and power sources in business relationships
1.1.3. Power as socially constructed phenomenon
1.1.4. Structural and behavioural power asymmetry
1.1.5. Summary
1.2. Power-related tactics in asymmetrical buyer-supplier relationships
1.2.1. Introduction
1.2.2. The risks posed to the weaker party by asymmetric power relations as
a determinant of undertaking power-related tactics
1.2.3. Power-related tactics of weaker suppliers in asymmetrical
relationships
1.2.4. Two-sided power-related tactics in buyer-supplier asymmetrical
relationships
1.2.5. Summary
1.3. References
Chapter 2. Relationship power dynamics as a focus of scientific research
and an area for business practice implications
2.1. Advancing the study of power dynamics in business relationships:
introducing a power dynamics canvas and narrative approach
2.1.1. Introduction
2.1.2. Conceptualising power dynamics in business relationships: a power
dynamics canvas
2.1.3. Applying the narrative approach to the study of power dynamics in
business relationships
2.1.4. Summary
2.2. Studying relationship power dynamics - example of buyer-supplier dyads
in the manufacturing industry
2.2.1. Introduction
2.2.2. Multiple case study research method and research context
2.2.3. Research results
2.2.4. Summary
2.3. References
Chapter 3. Power in international business relationships
3.1. The specific nature of power in international business relationships
3.1.1. Introduction
3.1.2. The role of power in international business relationships
3.1.3. Power in headquarters-subsidiary relationships
3.1.4. Summary
3.2. Culture and conflict as antecedents to power and their influence on
export performance in international business relationships
3.2.1. Introduction
3.2.2. Culture and power in international business relationships
3.2.3. Conflict and power in international business relationships
3.2.4. Handling power for managing export performance in international
business relationships
3.2.5. Summary
3.3. References
Conclusions and implications
Index