NagelR., Managing Technology for Global Business Advantage—Harnessing Critical Information to Create Flexible and Profitable Business Relationships, The BT/MCI Global Communications Report, 1997.
2.
That is, where there is no monopoly or monopsony power.
3.
GummessonE., Total Relationship Marketing—Rethinking Marketing from the 4Ps to 30Rs, Butterworth-Heinemann: Oxford, 1999.
4.
‘The focal organization’ is a term coined to describe an exemplar of a firm in question. In this context, it is used to describe a generic firm not operating in any specific industry but which maintains a wide portfolio of business relationships with other partners.
5.
PorterM., Competitive Advantage, Free Press: New York, NY, 1985.
6.
For an elaboration as to the how value chain analysis can be used see ShepherdA., ‘Understanding and Using Value Chain Analysis’, in AmbrosiniV., JohnsonG. and ScholesK. (editors), Exploring Techniques of Analysis and Evaluation in Strategic Management, Prentice-Hall: Maidenhead, 1998.
7.
PresuttiW.Jr., ‘Supply Management and e-Procurement: Creating Value Added in the Supply Chain’, Industrial Marketing Management, Vol. 32, 2003, pp. 219–226.
8.
OdenthalS. and WisselG., ‘Knowledge Management in Strategic Alliances—Lighting the Way out of the Darkness’, Paper presented at the Strategic Management Society Conference, Paris, September, 2002.
9.
de WitR. and MeyerR., Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage, Thomson Business Press, 1999.
10.
DayG.S., ‘Managing Market Relationships’, Journal of the Academy of Marketing Science, Vol. 28, No. 1, 2000, pp. 24–30.
11.
However, the notion that relationships could be conceived along a continuum was first proposed by Barbara Jackson and subsequently advanced by James Anderson and James Narus. Full reference details are: JacksonB., Winning and Keeping Industrial Customers, Lexington Books: Lexington, MA., 1985; AndersonJ. and NarusJ., ‘Partnering as a Focused Market Strategy’, California Management Review, Vol. 33, Spring, 1991, pp. 95–113.
12.
DayG.S., The Market Driven Organization, Free Press: New York, NY., 1999.
13.
Primarily, the source for these ideas originates with DayG.S., 2000, op. cit., but additional insights have been gained from: Child, J. and Faulkner, D., Strategies of Cooperation, Oxford University Press: Oxford, 1998; DyerJ., KaleP. and SinghH., How to Make Strategic Alliances Work’, MIT Sloan Management Review, Summer, 2001, pp. 37–43; EisenhardtK. and GalunicD.C., ‘Coevolving—At Last a Way to Make Synergies Work’, Harvard Business Review, January-February, 2000, pp. 91–101; ErtelD., Alliance Management: A Blueprint for Success, 2002, available at: www.vantagepartners.com; FaulknerD. and de RondM., Cooperative Strategy—Economic, Business and Organizational Issues, FaulknerD. and de RondM. (editors), Oxford University Press: Oxford, 2000; OlesonJ.D., Pathways to Agility, John Wiley and Sons: Chichester, 1998.
14.
Skjøtt-LarsenT., KotzabH. and GriegerM., ‘Electronic Marketplaces and Supply Chain Management’, Industrial Marketing Management, Vol. 32, 2003, pp. 199–210.
