Soft Power Effect on Long-Term Buyer-Seller Relationship: A Fuzzy Multi-Criteria Decision-Making Approach and Evidence from the Turkish Smartphone Sector

IF 2 4区 管理学 Q3 BUSINESS
Haldun Çolak, Şenay Lezki
{"title":"Soft Power Effect on Long-Term Buyer-Seller Relationship: A Fuzzy Multi-Criteria Decision-Making Approach and Evidence from the Turkish Smartphone Sector","authors":"Haldun Çolak, Şenay Lezki","doi":"10.1080/1051712X.2023.2211580","DOIUrl":null,"url":null,"abstract":"ABSTRACT Purpose Power is crucial in influencing the parties’ mutual relations during supply chain transactions. In this context, power can be defined as the ability of a firm, which is in the position of buyer or seller, to influence the behaviors and decisions of the other party or to move them in line with their wishes. In some cases, the power may lie with the commercial buyer and, in some cases, with the seller. The characteristics of the sector usually shape this position. In addition, power itself is classified as coercive and non-coercive power according to how it is exercised. Coercive power directs the other party to the target behaviors with imposition and punishments. Non-coercive power, on the other hand, directs the target behaviors by using rewards and creating attraction points. According to the resource dependency theory, companies with coercive power are usually the leading companies due to having vital resources for other stakeholders in the supply chain. Studies have shown that non-coercive power should also be considered an essential factor in terms of maintaining the relationship in the long term. However, no study has been found on the effect of non-coercive power and the coercive power of the companies that are in a strong position in making the supplier selection decision of the buyers at the beginning. As a reason for this, it can be shown that the coverage of non-coercive power elements in the literature is insufficient, and some of them are used as coercive power elements. In this sense, it is suggested for the first time that the concept of soft power, generally used in the literature to explain power relations among countries or organizations, should be included in the analysis to explain power relations within the supply chain. Therefore, this study aims to analyze the effect of soft power, including non-coercive power factors, in buyer-seller relations and to determine whether the soft power elements differentiate the supplier selection decisions of the buyers. Methodology The decision problem discussed in the study is considered a multi-criteria decision-making problem since many factors are influential in evaluating alternatives, and the solution is conducted with multi-criteria decision-making techniques. Accordingly, soft power factors constitute the effective criteria in the decision problem. Suppliers are the alternatives in the decision problem. As a result of the literature review and subsequent expert comments, eight soft power factors were identified as the criteria for evaluating alternatives in the decision problem: culture (CU), values (VA), policies (PL), image (IMG), knowledge sharing (KS), expert power (EXP), reference power (RFP), and agenda setting (AS). The smartphone and accessories sector, where suppliers hold power, is the sector to be implemented. The data were obtained from Eskişehir, Turkey. The choice of the province was influenced by the city having three universities, and the market being relatively large by national standards. With the sector research, 15 big buyer companies were determined. These buyer companies constitute the decision makers in the decision problem. The data required to solve the problem were obtained from the decision-makers to be evaluated by DEMATEL and Fermatean Fuzzy (FFS) WASPAS techniques. For this purpose, original questionnaires specific to DEMATEL and Fermatean Fuzzy (FFS) WASPAS techniques were applied to senior purchasing managers of buyer companies, and data to be analyzed were collected. It was determined that 13 questionnaires were valid for analysis. In the first stage of the problem’s solution, 13 questionnaires were analyzed by applying the steps of the DEMATEL technique, and the weights of the criteria (soft power elements) were determined as a result. To determine the best alternative (supplier) by applying the Fermatean Fuzzy (FF) WASPAS technique to the decision problem, the suppliers that all buyers work with were taken into account, and non-partner suppliers were excluded from the analysis. As a result, three important supplier companies were determined out of the five big buyer companies worked with. Accordingly, in the second stage of the solution of the problem, five experts (decision makers in the role of the buyer) evaluated three big suppliers (alternatives) according to 8 soft power factors (criteria) using a questionnaire developed for the application of the Fermatean Fuzzy (FF) WASPAS method. Findings According to the findings obtained from the DEMATEL analysis, the PL criterion is the most critical soft power factor with the 14% weight value, CU with 13%, VL with 13%, and RFP has stood out as other important criteria with its 13% weight value. On the other hand, IMG, which has the smallest value (6.13) according to the D values found by DEMATEL analysis, is the criterion most affected by other criteria. However, the EXP with the highest D-R value is generally considered the criterion whose interaction with other criteria significantly impacts the system. In the second stage, using the FF-WASPAS method, the suppliers were ranked as A3>A1>A2. Accordingly, when the three largest suppliers are evaluated according to their soft power characteristics, it is clear that they differ in the eyes of the buyers. In other words, soft power factors influence buyers’ supplier selection. In addition, the results of the validation and sensitivity analysis at the last stage showed no change in the ranking of the alternatives. Research Implications The techniques applied in the study are effective in solving the decision problem discussed. In this sense, the most influential factors of soft power can be determined with the DEMATEL technique and the interactions between these criteria. In addition, the FFS-WASPAS technique has proven helpful for the analysis and consistency of the decisions made. It is consistent because the obtained supplier ranking did not change as shown by validity and sensitivity analyses. The overall results and consistency of the analyses show that the integrated application of DEMATEL and FF-WASPAS is a suitable method to explain soft power criteria and determine whether suppliers have changed among buyers. On the other hand, the interrelationships between the criteria strengthen our understanding of the formation of total soft power. Finally, resource dependency theory helps interpret and clarify the results, significantly improving our understanding of the phenomenon. Practical Implications The research findings highlight many vital points that will benefit practitioners in real life. Accordingly, the fact that the most critical power factor is policies shows that the policies created by powerful suppliers will also be followed by the buyers they interact with. Thus, managers should determine their policies by considering the benefits of their relevant stakeholders. According to the resource dependency theory, it is accepted that policies are one of the most fundamental elements of soft power. Furthermore, EXP’s effect on other factors indicates that the historical relations and contacts of the suppliers with the buyer companies enhance creating an attractive atmosphere in bilateral partnerships. Another important inference can be drawn from the IMG. The fact that IMG is the most affected criterion shows how complex it is to shape IMG. Therefore, it is vital to understand how IMG distinguishes a supplier from its competitors in the eyes of buyers in terms of its relationship with other soft power aspects. Originality This study offers original and distinctive contributions from various angles. For the first time in the literature, the concept of soft power contributes to the concept of non-coercive power in a broader context. Second, the integrated DEMATEL and FFS-WASPAS technique was used for the first time in research evaluating power relations in the supply chain. In addition, research findings will shed light on improvements in research and practice regarding the novel contributions.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"30 1","pages":"237 - 255"},"PeriodicalIF":2.0000,"publicationDate":"2023-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Business-To-Business Marketing","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1080/1051712X.2023.2211580","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0

Abstract

ABSTRACT Purpose Power is crucial in influencing the parties’ mutual relations during supply chain transactions. In this context, power can be defined as the ability of a firm, which is in the position of buyer or seller, to influence the behaviors and decisions of the other party or to move them in line with their wishes. In some cases, the power may lie with the commercial buyer and, in some cases, with the seller. The characteristics of the sector usually shape this position. In addition, power itself is classified as coercive and non-coercive power according to how it is exercised. Coercive power directs the other party to the target behaviors with imposition and punishments. Non-coercive power, on the other hand, directs the target behaviors by using rewards and creating attraction points. According to the resource dependency theory, companies with coercive power are usually the leading companies due to having vital resources for other stakeholders in the supply chain. Studies have shown that non-coercive power should also be considered an essential factor in terms of maintaining the relationship in the long term. However, no study has been found on the effect of non-coercive power and the coercive power of the companies that are in a strong position in making the supplier selection decision of the buyers at the beginning. As a reason for this, it can be shown that the coverage of non-coercive power elements in the literature is insufficient, and some of them are used as coercive power elements. In this sense, it is suggested for the first time that the concept of soft power, generally used in the literature to explain power relations among countries or organizations, should be included in the analysis to explain power relations within the supply chain. Therefore, this study aims to analyze the effect of soft power, including non-coercive power factors, in buyer-seller relations and to determine whether the soft power elements differentiate the supplier selection decisions of the buyers. Methodology The decision problem discussed in the study is considered a multi-criteria decision-making problem since many factors are influential in evaluating alternatives, and the solution is conducted with multi-criteria decision-making techniques. Accordingly, soft power factors constitute the effective criteria in the decision problem. Suppliers are the alternatives in the decision problem. As a result of the literature review and subsequent expert comments, eight soft power factors were identified as the criteria for evaluating alternatives in the decision problem: culture (CU), values (VA), policies (PL), image (IMG), knowledge sharing (KS), expert power (EXP), reference power (RFP), and agenda setting (AS). The smartphone and accessories sector, where suppliers hold power, is the sector to be implemented. The data were obtained from Eskişehir, Turkey. The choice of the province was influenced by the city having three universities, and the market being relatively large by national standards. With the sector research, 15 big buyer companies were determined. These buyer companies constitute the decision makers in the decision problem. The data required to solve the problem were obtained from the decision-makers to be evaluated by DEMATEL and Fermatean Fuzzy (FFS) WASPAS techniques. For this purpose, original questionnaires specific to DEMATEL and Fermatean Fuzzy (FFS) WASPAS techniques were applied to senior purchasing managers of buyer companies, and data to be analyzed were collected. It was determined that 13 questionnaires were valid for analysis. In the first stage of the problem’s solution, 13 questionnaires were analyzed by applying the steps of the DEMATEL technique, and the weights of the criteria (soft power elements) were determined as a result. To determine the best alternative (supplier) by applying the Fermatean Fuzzy (FF) WASPAS technique to the decision problem, the suppliers that all buyers work with were taken into account, and non-partner suppliers were excluded from the analysis. As a result, three important supplier companies were determined out of the five big buyer companies worked with. Accordingly, in the second stage of the solution of the problem, five experts (decision makers in the role of the buyer) evaluated three big suppliers (alternatives) according to 8 soft power factors (criteria) using a questionnaire developed for the application of the Fermatean Fuzzy (FF) WASPAS method. Findings According to the findings obtained from the DEMATEL analysis, the PL criterion is the most critical soft power factor with the 14% weight value, CU with 13%, VL with 13%, and RFP has stood out as other important criteria with its 13% weight value. On the other hand, IMG, which has the smallest value (6.13) according to the D values found by DEMATEL analysis, is the criterion most affected by other criteria. However, the EXP with the highest D-R value is generally considered the criterion whose interaction with other criteria significantly impacts the system. In the second stage, using the FF-WASPAS method, the suppliers were ranked as A3>A1>A2. Accordingly, when the three largest suppliers are evaluated according to their soft power characteristics, it is clear that they differ in the eyes of the buyers. In other words, soft power factors influence buyers’ supplier selection. In addition, the results of the validation and sensitivity analysis at the last stage showed no change in the ranking of the alternatives. Research Implications The techniques applied in the study are effective in solving the decision problem discussed. In this sense, the most influential factors of soft power can be determined with the DEMATEL technique and the interactions between these criteria. In addition, the FFS-WASPAS technique has proven helpful for the analysis and consistency of the decisions made. It is consistent because the obtained supplier ranking did not change as shown by validity and sensitivity analyses. The overall results and consistency of the analyses show that the integrated application of DEMATEL and FF-WASPAS is a suitable method to explain soft power criteria and determine whether suppliers have changed among buyers. On the other hand, the interrelationships between the criteria strengthen our understanding of the formation of total soft power. Finally, resource dependency theory helps interpret and clarify the results, significantly improving our understanding of the phenomenon. Practical Implications The research findings highlight many vital points that will benefit practitioners in real life. Accordingly, the fact that the most critical power factor is policies shows that the policies created by powerful suppliers will also be followed by the buyers they interact with. Thus, managers should determine their policies by considering the benefits of their relevant stakeholders. According to the resource dependency theory, it is accepted that policies are one of the most fundamental elements of soft power. Furthermore, EXP’s effect on other factors indicates that the historical relations and contacts of the suppliers with the buyer companies enhance creating an attractive atmosphere in bilateral partnerships. Another important inference can be drawn from the IMG. The fact that IMG is the most affected criterion shows how complex it is to shape IMG. Therefore, it is vital to understand how IMG distinguishes a supplier from its competitors in the eyes of buyers in terms of its relationship with other soft power aspects. Originality This study offers original and distinctive contributions from various angles. For the first time in the literature, the concept of soft power contributes to the concept of non-coercive power in a broader context. Second, the integrated DEMATEL and FFS-WASPAS technique was used for the first time in research evaluating power relations in the supply chain. In addition, research findings will shed light on improvements in research and practice regarding the novel contributions.
软实力对长期买卖关系的影响:一种模糊多准则决策方法和来自土耳其智能手机行业的证据
然而,具有最高D-R值的EXP通常被认为是与其他标准相互作用显著影响系统的标准。在第二阶段,使用FF-WASPAS方法,供应商的排名为A3>A1>A2。因此,当根据三个最大的供应商的软实力特征对其进行评估时,很明显,在买家眼中,它们是不同的。换言之,软实力因素会影响买家对供应商的选择。此外,最后阶段的验证和敏感性分析结果显示,备选方案的排名没有变化。研究意义研究中应用的技术在解决所讨论的决策问题方面是有效的。从这个意义上说,软实力最具影响力的因素可以通过DEMATEL技术以及这些标准之间的相互作用来确定。此外,FFS-WASPAS技术已被证明有助于决策的分析和一致性。这是一致的,因为获得的供应商排名没有如有效性和敏感性分析所示发生变化。分析的总体结果和一致性表明,DEMATEL和FF-WASPAS的综合应用是解释软实力标准和确定供应商在买方中是否发生变化的合适方法。另一方面,这些标准之间的相互关系加强了我们对全面软实力形成的理解。最后,资源依赖理论有助于解释和澄清结果,显著提高我们对这一现象的理解。实际意义研究结果突出了许多对现实生活中的从业者有益的关键点。因此,最关键的权力因素是政策,这一事实表明,强大的供应商制定的政策也会被他们互动的买家所遵循。因此,管理者应通过考虑相关利益相关者的利益来确定其政策。根据资源依赖理论,人们普遍认为政策是软实力的最基本要素之一。此外,EXP对其他因素的影响表明,供应商与买方公司的历史关系和联系增强了双边伙伴关系的吸引力。另一个重要的推论可以从IMG中得出。IMG是受影响最大的标准,这一事实表明塑造IMG是多么复杂。因此,了解IMG如何在与其他软实力方面的关系方面将供应商与买家眼中的竞争对手区分开来,这一点至关重要。独创性这项研究从各个角度提供了独创性和独特性的贡献。在文献中,软实力的概念首次在更广泛的背景下促进了非强制性权力的概念。其次,首次将DEMATEL和FFS-WASPAS相结合的技术应用于供应链中权力关系的评估研究。此外,研究结果将揭示有关新贡献的研究和实践的改进。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 求助全文
来源期刊
CiteScore
2.20
自引率
35.70%
发文量
22
期刊介绍: The Journal of Business-to-Business Marketing® encourages diversity in approaches to business marketing theory development, research methods, and managerial problem solving. An editorial board comprised of outstanding, internationally recognized scholars and practitioners ensures that the journal maintains impeccable standards of relevance and rigorous scholarship. The Journal of Business-to-Business Marketing features: •basic and applied research that reflects current business marketing theory, methodology, and practice •articles from leading researchers covering topics of mutual interest for the business and academic communities
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信