Supply chain relationships and information capabilities

Abstract

Purpose This paper seeks to present a framework depicting the development of information power‐based relationships between firms, and to describe the effect of information power on long‐term relationships between supply chain partners. Design/methodology/approach This conceptual paper combines literature from the field of information sciences regarding information integration with literature addressing traditional power relationships to develop a set of propositions describing how interfirm relationships evolve. Findings The conceptual framework introduced indicates that information can be utilized as a coercive and non‐coercive power base in supply chain relationships. Practical implications The need for information may result in a firm utilizing either coercive or non‐coercive power as a means of obtaining it. This research provides interesting findings about the use of information, as a power base, and its role in interfirm relationships. Originality/value This paper combines literature from various fields to develop a needed conceptual model of information power roles within supply chain relationships.

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