This piece of research, therefore, sets out to follow Rinehart’s (1989) and Ramsay’s (2004) suggestions of investigating from a qualitative angle what impact different negotiation strategies have on the negotiation setting in different buyer-supplier relationships. Through this, a framework is advanced, which not only reveals valuable insights into the nature of negotiations in a supply chain setting, but also, in turn, questions some of the conclusions reached in a previous study done on negotiation strategies within the discipline of SCM.
This piece of research, therefore, sets out to follow Rinehart’s (1989) and Ramsay’s (2004) suggestions of investigating from a qualitative angle what impact different negotiation strategies have on the negotiation setting in different buyer-supplier relationships. Through this, a framework is advanced, which not only reveals valuable insights into the nature of negotiations in a supply chain setting, but also, in turn, questions some of the conclusions reached in a previous study done on negotiation strategies within the discipline of SCM.
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