| Summary: | 碩士 === 銘傳大學 === 企業管理學系 === 105 === In a buyer-supplier relationship, the more powerful party may exercise coercive as well as non-coercive power to achieve its goal. Such power exercise can result in the other party’s increased perceived risks for collaboration, and thus reduce its commitment to this relationship. Related research in this area is plenty, but they all focus on the relationship between the two parties. Kang, Mahoney and Tan (2009) show that when the suppliers have spillover effects from the collaboration, the relationship between the two parties depicted by traditional theories such as the Transaction Cost Economy may be different. This study is to test whether the buyer’s power exercise affects the suppliers’ perceived risks and commitment differently when the suppliers has spillover in capability and reputation.
This study sent questionnaires to members listed in the TEEMA, and use Multi-group Structural Equation Modeling for the analysis. The results show that the positive impact buyers’ exercise of coercive power on suppliers’ perceived risks is intensified when both spillover effects are high, while the impact of non-coercive power on suppliers’ perceived risks is only significant when capacity spillover is high. Interestingly, the impact of a supplier’s perceived risks on its commitment to the relationship is enhanced with higher capacity spillover, but reduced with higher reputation spillover. Some managerial implications are provided.
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