| 摘要(英) |
In the global competitive market and under the international impact, organization has to adapt the new environment of competition, but when the labor, resources, equipments, and ability are actually insufficient to deal with it, they will adopt with which have the supplementary function manufacturer to carry on the cooperation. However, power asymmetry exists within the buyer and suppliers, thus, interorganizational purchasing performance will be affected by different influence strategies.
In this research, we will concern relationship interdependence, four influence strategies, and two purchasing performances. We distinguished relationship interdependence into dependence asymmetry and joint dependence. Influence Strategies are information exchange, recommendation, promise and threat. And purchasing performances are negotiation efficiency and production efficiency. What we concern about in performance is transaction performance between organizations instead of financial performance, because the effect factors of performance within organization not only transaction partners but also the human resources, capability, and resources are critical factors.
The empirical study aims at multi-part assembly manufactory enterprises, the questionnaires were distributed to the procurement staffs and managers, raising the total response to 234. After the empirical analysis, we found that joint dependence has positive effect to information exchange, recommendation, promise strategies, and dependence asymmetry has positive effect to threat strategies. Then, information exchange strategy has positive effect to negotiation efficiency, and recommendation strategy has positive effect to production efficiency. We thought the interdependence always exists within buyer-supplier. Though Buyers have power advantage, they might not use it. The different use of power could influence purchasing performance in different way.
We thought if buyers would like to improve purchasing performance, they should provide supplier some useful information rather than to threaten or bribe suppliers. Therefore suppliers would trust in buyer, and improve the purchasing performance.
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| 參考文獻 |
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