本文選題：組織連接破裂　切入點：供應商—客戶權(quán)勢關(guān)系　出處：《南開管理評論》2012年06期

【摘要】：在外界環(huán)境的突變引發(fā)組織連接破裂的情況下,供應商應該如何應對?資源依賴理論認為,應對策略可以分為緩沖和橋接兩種,本文將其進一步細化為探索式緩沖、利用式緩沖、探索式橋接和利用式橋接,但具體采取哪種應對策略取決于組織連接雙方的權(quán)勢關(guān)系。本文采用多案例研究,在我國對日軟件外包情境中選取了五段供應商—客戶關(guān)系。研究發(fā)現(xiàn):(1)當客戶權(quán)勢較高時,供應商采取橋接策略的可能性更高,其中當供應商對客戶的權(quán)勢也高時,供應商更可能采取探索式橋接,當供應商的權(quán)勢較低時,采取利用式橋接;(2)當客戶權(quán)勢較低時,供應商采取緩沖策略的可能性更高;(3)利用式緩沖不受供應商—客戶權(quán)勢關(guān)系的影響。
[Abstract]:What should the supplier do in the event that a sudden change in the external environment leads to a breakdown of the organization's connection?According to the theory of resource dependence, coping strategies can be divided into two types: buffer and bridge, which are further refined into exploratory buffer, utility buffer, exploratory bridge and utility bridge.But what kind of coping strategy is adopted depends on the power relationship between the organization and the two parties.In this paper, we select five segments of supplier-customer relationship in the context of software outsourcing to Japan by using a multi-case study.The study found that when the customer power is high, the supplier is more likely to adopt bridging strategy. When the supplier has high power over the customer, the supplier is more likely to use exploratory bridging, and when the supplier is less powerful, the supplier is more likely to use exploratory bridging.When the customer power is low, the supplier is more likely to adopt buffer strategy. 3) the utility buffer is not affected by the supplier-customer power relationship.
【作者單位】： 中國人民大學商學院;中國人民大學;
【基金】：國家杰出青年科學基金項目(70888001) 中國人民大學科學研究基金(中央高校基本科研業(yè)務費專項資金)(12XNH243)資助
【分類號】：F274
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本文編號：1706145