Abstract
Abstract
Despite the importance of power balance and trust for inter-organizational relationships, existing theory has been noticeably mute on explaining the development of trust in power-asymmetric relationships. This study aims to close this gap by adopting Granovetter’s work on social embeddedness to power-asymmetric industrial relationships. The basic argument is that all economic action is embedded in relationships and social institutions that affect its functioning. Based on three aspects of embeddedness, theoretical propositions were explored and developed further through a series of in-depth case interviews with purchasing managers, engineers, logistic managers, business managers and sales personnel, involved in buyer-supplier relationships in the automobile industry. The cases in this study show that it was fruitful to analyze a relationship from both sides and to capture the reasons behind the changes in behavior. From a managerial perspective, this work aims to attract the practitioner’s attention to the need for a planned effort regarding the development of trust in industrial relationships. The results of the multiple case study demonstrate that cooperative, trustful relationships between power-asymmetric partners may develop, and improve the relationship performance."
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