Abstract
Purpose – This paper seeks to explore the impact of different negotiation strategies on the
negotiation setting in different buyer-supplier relationships. So far, the extant supply chain
management (SCM) literature has only briefly touched this subject, though such a study has been
advocated on previous notes in the SCM literature.
Design/methodology/approach – A qualitative research methodology was chosen in order to
investigate a focal firm’s negotiations with five of its suppliers. A total of 25 hours of interviews and
15 hours of observations were carried out at the focal firm and with a number of the firms’ tier one
suppliers in order to investigate the subject at hand.
Findings – Explanation is given of when the use of different negotiation strategies can be considered
expedient in different relational settings, pairing a distributive negotiation strategy with arm’s length
relationships, while integrative negotiation strategies remain a more ambiguous exercise. Valuable
insight concerning the impact of different negotiation strategies on the negotiation setting are
advanced, which, in turn, leads to a questioning of previous research conclusions regarding
the application of distributive negotiation strategies in strategic partnerships. The reason for such
questioning is due to a limited focal perspective applied in previous research on negotiations in SCM.
Research limitations/implications – Future research should statistically and analytically
validate the research in order to reject or confirm the reached conclusions.
Originality/value – The paper is the first to specifically investigate the role of negotiation strategies
in the academic discipline of SCM from a qualitative angle using participant observations and
interviews.
Keywords Negotiating, Supply chain management, Qualitative research
Paper type Case study
AbstractPurpose – This paper seeks to explore the impact of different negotiation strategies on thenegotiation setting in different buyer-supplier relationships. So far, the extant supply chainmanagement (SCM) literature has only briefly touched this subject, though such a study has beenadvocated on previous notes in the SCM literature.Design/methodology/approach – A qualitative research methodology was chosen in order toinvestigate a focal firm’s negotiations with five of its suppliers. A total of 25 hours of interviews and15 hours of observations were carried out at the focal firm and with a number of the firms’ tier onesuppliers in order to investigate the subject at hand.Findings – Explanation is given of when the use of different negotiation strategies can be consideredexpedient in different relational settings, pairing a distributive negotiation strategy with arm’s lengthrelationships, while integrative negotiation strategies remain a more ambiguous exercise. Valuableinsight concerning the impact of different negotiation strategies on the negotiation setting areadvanced, which, in turn, leads to a questioning of previous research conclusions regardingthe application of distributive negotiation strategies in strategic partnerships. The reason for suchquestioning is due to a limited focal perspective applied in previous research on negotiations in SCM.Research limitations/implications – Future research should statistically and analyticallyvalidate the research in order to reject or confirm the reached conclusions.Originality/value – The paper is the first to specifically investigate the role of negotiation strategiesin the academic discipline of SCM from a qualitative angle using participant observations andinterviews.Keywords Negotiating, Supply chain management, Qualitative researchPaper type Case study
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