Power in business relationships : dynamics, strategies and internationalisation /
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| Author / Creator: | Siemieniako, Dariusz, author. |
|---|---|
| Imprint: | Abingdon, Oxon ; New York, NY : Routledge, 2023. ©2023 |
| Description: | 1 online resource (x, 118 pages) : illustrations |
| Language: | English |
| Series: | Routledge focus on business and management Routledge focus on business and management. |
| Subject: | |
| Format: | E-Resource Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/13698646 |
Table of Contents:
- <P>Introduction </P><P></P><B><P>Chapter 1. Power as the cornerstone of business relationships </P></B><P>1.1. Multifaceted power as a key building block of business relationships </P><P>1.1.1. Introduction </P><P>1.1.2. Power and power sources in business relationships </P><P>1.1.3. Power as socially constructed phenomenon </P><P>1.1.4. Structural and behavioural power asymmetry </P><P>1.1.5. Summary </P><P>1.2. Power-related tactics in asymmetrical buyer-supplier relationships </P><P>1.2.1. Introduction </P><P>1.2.2. The risks posed to the weaker party by asymmetric power relations as a determinant of undertaking power-related tactics </P><P>1.2.3. Power-related tactics of weaker suppliers in asymmetrical relationships </P><P>1.2.4. Two-sided power-related tactics in buyer-supplier asymmetrical relationships </P><P>1.2.5. Summary </P><P>1.3. References </P><P></P><B><P>Chapter 2. Relationship power dynamics as a focus of scientific research and an area for business practice implications </P></B><P>2.1. Advancing the study of power dynamics in business relationships: introducing a power dynamics canvas and narrative approach </P><P>2.1.1. Introduction </P><P>2.1.2. Conceptualising power dynamics in business relationships: a power dynamics canvas</P><P>2.1.3. Applying the narrative approach to the study of power dynamics in business relationships </P><P>2.1.4. Summary </P><P>2.2. Studying relationship power dynamics
- example of buyer-supplier dyads in the manufacturing industry </P><P>2.2.1. Introduction </P><P>2.2.2. Multiple case study research method and research context </P><P>2.2.3. Research results </P><P>2.2.4. Summary </P><P>2.3. References </P><P></P><B><P>Chapter 3. Power in international business relationships </P></B><P>3.1. The specific nature of power in international business relationships </P><P>3.1.1. Introduction </P><P>3.1.2. The role of power in international business relationships </P><P>3.1.3. Power in headquarters-subsidiary relationships </P><P>3.1.4. Summary </P><P>3.2. Culture and conflict as antecedents to power and their influence on export performance in international business relationships </P><P>3.2.1. Introduction </P><P>3.2.2. Culture and power in international business relationships </P><P>3.2.3. Conflict and power in international business relationships </P><P>3.2.4. Handling power for managing export performance in international business relationships </P><P>3.2.5. Summary </P><P>3.3. References </P><P></P><B><P>Conclusions and implications</P><P></P></B><P>Index</P><P></P>