Reviewing interfirm relationship quality from a supply chain management perspective
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Reviewing interfirm relationship quality from a supply chain management perspective Chen Qian1 · Stefan Seuring1 · Ralf Wagner2 Received: 20 December 2019 / Accepted: 5 September 2020 © The Author(s) 2020
Abstract With the overlap of the interfirm relationship quality and supply chain management research in mind, this paper reviewed 100 recent, scientific, English-language papers on interfirm relationship quality based on a categorisation schema derived from a conceptual framework of supply chain management. We aim to contribute to the existing supply chain management literature by providing an insight into the connections of supply chain performance with buyer–supplier relationship quality from the relationship quality scholars’ perspective. Through content analysis, frequency and contingency analysis, we evaluated how the three relationship quality dimensions—information, operational, and relational dimensions—and the three types of supply chain performance—financial and market, operational, and relational performance have been reflected in the current interfirm relationship quality papers and how the scholars have tended to link them to each other. The results reveal that relational dimension plays a key role in SC relationship management and influences performance significantly. Information dimension will affect performance indirectly through relational dimension. However, the impact of the operational dimension on performance varies. In addition, buyers’ and suppliers’ perspectives on the relational drivers of their financial performance may differ. Based on the findings, we suggest promising avenues for future investigation of supply chain relationship and performance. Keywords Relationship quality · Supply chain management · Supply chain performance · Buyer–supplier relationship · Literature review JEL Classification M110 · M310
* Chen Qian [email protected]‑kassel.de Extended author information available on the last page of the article
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1 Introduction Since the beginning of the 20th century, interorganizational relationships between SC partners have become a topic of great importance in the supply chain management (SCM) research (Ricciotti 2019). In a modern approach, supply chain (SC) is defined as “a network of interdependent relationships developed and fostered through strategic collaboration” of SC partners “with the goal of deriving mutual benefits” (Chen and Paulraj 2004, p. 121). Based on this, a highly accepted definition of SCM describes this as the management of a network of relationships within and between interdependent organizations (Stock and Boyer 2009; Hochrein et al. 2015). Dyer and Singh (1998) first introduced the relational view to integrate the concept of relationship quality (RQ) into the analysis of SCs’ competitiveness. Subsequently, the quality of the relationships formed among SC parties has been considered a critical factor, as firms strive to improve performance and develop a sustainable competitive advantage (Nyaga and Whipple 20
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