Opportunity and constraint in business‐to‐business relationships: insights from strategic choice and zones of manoeuvre

Abstract

This paper has two main objectives. The first is to discuss a case study analysis of a supply network in the UK naval shipbuilding sector. The case study is designed to provide an empirical exploration of the core theoretical propositions contained in the power regimes perspective. This perspective proposes that dyadic power structures matter for an understanding of opportunity and constraint in business‐to‐business relationship management. The second objective is to discuss how this conceptualization of opportunity and constraint might be extended and made richer by a focus on strategic choice and zones of manoeuvre. Some of the core organization theory literature is reviewed and possible analytical linkages to the power regimes perspective are identified.

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