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Managing appropriately in power regimes: relationship and performance management in 12 supply chain cases
4 references·16 citing·43 second hop
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References

  • 1987The Economic Institutions of Capitalism14,787 cited
  • 1999Measuring supply chain performance2,328 cited
  • 1998The Balanced Scorecard2,187 cited
  • 1994Essentially Contested Concepts1,851 cited

Cited by

  • 2007Intellectual capital, dynamic capabilities and innovative performance of organisations169 cited
  • 2014The role of supply chain leadership in the learning of sustainable practice: toward an integrated framework167 cited
  • 2018Multi-tier sustainable supply chain management: The role of supply chain leadership166 cited
  • 2011The origins of power in buyer–seller relationships119 cited
  • 2008Barriers to the adoption of online supply chain solutions in small and medium enterprises110 cited
  • 2015Supplier–customer relationships: A case study of power dynamics100 cited
  • 2017Supply chain collaboration: A state-of-the-art literature review86 cited
  • 2015When inter-firm relationship benefits mitigate power asymmetry86 cited
  • 2015Sensemaking in the cross-cultural contexts of projects86 cited
  • 2009Power and dependence perspectives on outsourcing decisions77 cited
  • 2012The Impact of Key Retail Accounts on Supplier Performance: A Collaborative Perspective of Resource Dependency Theory

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75 cited
  • 2011Disruptions and supply networks: a multi‐level, multi‐theoretical relational perspective71 cited
  • 2007Stairways to heaven or treadmills to oblivion?70 cited
  • 2008SCM in Merseyside SMEs: benefits and barriers68 cited
  • 2017Improving power position with regard to non-mediated power sources – The supplier's perspective66 cited
  • 2009Construction supply chain management : concepts and case studies64 cited