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Effects of supplier trust on performance of cooperative supplier relationships
Author(s) -
Johnston David A,
McCutcheon David M,
Stuart F.Ian,
Kerwood Hazel
Publication year - 2004
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2003.12.001
Subject(s) - purchasing , business , supplier relationship management , flexibility (engineering) , perception , marketing , industrial organization , supply chain , supply chain management , microeconomics , psychology , economics , management , neuroscience
This study tests a path analytic model of buyer–supplier relationships, linking the supplier’s level of trust to three categories of inter‐firm cooperative behaviors and these behaviors to the buyer’s perception of the relationship’s performance. Data was used from a survey of 164 dyads composed of a purchasing manager and a counterpart in a firm that they identified as their most cooperative suppliers. Higher levels of inter‐organizational cooperative behaviors such as shared planning and flexibility in coordinating activities were found to be strongly linked to the supplier’s trust in the buyer firm. However, not all of the types of cooperative behaviors, particularly joint responsibility for problem solving, had significant impacts on the buyer’s perceptions of the relationship’s performance.