Market-driving strategy implementation through global supplier relationships

TY - JOUR

T1 - Market-driving strategy implementation through global supplier relationships

AU - Elg, Ulf

AU - Deligonul, Seyda Z.

AU - Ghauri, Pervez N.

AU - Danis, Wade

AU - Tarnovskaya, Veronika

PY - 2012/8

Y1 - 2012/8

N2 - The global supplier network is becoming an increasingly important asset for many firms. If successfully managed, supplier relationships may support the firm's strategic orientation and become a sustainable advantage on the global market. A key question is thus how the firm can develop and maintain such relationships. The market-driving strategy has recently been advanced as a more pro-active type of market orientation that aims to reconfigure the supply chain, change the nature of competition and the values of the customers. We especially investigate how market-driving firms can develop their supplier relationships so that they actively support this strategy. We present a set of propositions that specify factors critical for the development of the market-driving firm's supplier relationships and develop a theoretical framework that specifies how these different factors interact in order to strengthen the market-driving orientation of a supplier relationship. The results are generated from an in-depth case study of IKEA's corporate supplier strategy and of supplier relationships in the Russian and Polish markets. (C) 2011 Elsevier Inc. All rights reserved.

AB - The global supplier network is becoming an increasingly important asset for many firms. If successfully managed, supplier relationships may support the firm's strategic orientation and become a sustainable advantage on the global market. A key question is thus how the firm can develop and maintain such relationships. The market-driving strategy has recently been advanced as a more pro-active type of market orientation that aims to reconfigure the supply chain, change the nature of competition and the values of the customers. We especially investigate how market-driving firms can develop their supplier relationships so that they actively support this strategy. We present a set of propositions that specify factors critical for the development of the market-driving firm's supplier relationships and develop a theoretical framework that specifies how these different factors interact in order to strengthen the market-driving orientation of a supplier relationship. The results are generated from an in-depth case study of IKEA's corporate supplier strategy and of supplier relationships in the Russian and Polish markets. (C) 2011 Elsevier Inc. All rights reserved.

U2 - 10.1016/j.indmarman.2011.11.001

DO - 10.1016/j.indmarman.2011.11.001

M3 - Article

SN - 0019-8501

VL - 41

SP - 919

EP - 928

JO - INDUSTRIAL MARKETING MANAGEMENT

JF - INDUSTRIAL MARKETING MANAGEMENT

IS - 6

ER -