Antecedents of collective‐value within business‐to‐business relationships

Abstract

Abstract Purpose – The increasing importance of business‐to‐business (b2b) relationships, contrasted against a background of continued and seemingly high levels of dissatisfaction, suggests that new insights are needed into the management of these relationships. In particular this research aims to explore the role of social power to better understand how it affects the outcome of major service sector relationships. Design/methodology/approach – A grounded theory approach was adopted based on interviews with senior relationship managers. Relationships were explored from buyer and supplier perspectives, for successful and unsuccessful cases, and across different negotiation power‐regimes. Findings – The overriding importance of business value is highlighted. In the context of these strategic service relationships, the research suggests that a number of power related factors account for how relationships either develop progressively, or enter a spiral of relationship‐adverse behaviours, value destruction, trust erosion and decline. A substantive theory on socially empowered collective‐value is developed. Originality/value – A new two‐dimensional model of relationship value is presented in which the effects of different perspectives on power are considered for their impact on value.

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