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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.
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.
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Autorenporträt
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 Mitrega 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.
Inhaltsangabe
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
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
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