Busi 310 Db 2
Coercive Power
DEFINITION: “A form of influence through which the employee obeys, but only because of the presence of threats” (Satterlee, 2009, p. 111).
SUMMARY: The article I chose was “The intersection of power, trust and supplier network size: implications for supplier performance,” by Bryan Ashenbaum and Regis Terpend (2012). The article examines the intersecting effects of power, trust and supplier network size on the five dimensions of supplier performance. The five dimensions are delivery, quality, cost, innovation and flexibility. In assessing the statistics, the article claims that coercive power shows a negative relationship with supplier quality and innovation. It also states that referent power shows a positive relationship with all dimensions of supplier performance, and legitimate power shows a positive relationship with supplier delivery, cost and flexibility. The supplier 's trust in the buyer also shows a positive relationship to all of the supplier performance dimensions. While exhibiting no main effects, supplier network size moderates these power-performance relationships. The study essentially says that selecting the right number of suppliers may have a considerable effect on the relationship between power, trust and performance in buyer-supplier relationships.
DISCUSSION: As stated before, Coercive Power is “A form of influence through which the employee obeys, but only because of the presence of threats” (Satterlee, 2009, p. 111). Essentially, a boss could use his or her power to pressure employees to do their work. A boss may force an employee to perform by threatening to use that power against them. A boss could bring up threats such as the possibility of firing the employees or even docking them pay. The article I chose, “The intersection of power, trust and supplier network size: implications for supplier performance,” by Bryan Ashenbaum and Regis Terpend (2012), evaluates the statistics involved when bosses utilize the
DEFINITION: “A form of influence through which the employee obeys, but only because of the presence of threats” (Satterlee, 2009, p. 111).
SUMMARY: The article I chose was “The intersection of power, trust and supplier network size: implications for supplier performance,” by Bryan Ashenbaum and Regis Terpend (2012). The article examines the intersecting effects of power, trust and supplier network size on the five dimensions of supplier performance. The five dimensions are delivery, quality, cost, innovation and flexibility. In assessing the statistics, the article claims that coercive power shows a negative relationship with supplier quality and innovation. It also states that referent power shows a positive relationship with all dimensions of supplier performance, and legitimate power shows a positive relationship with supplier delivery, cost and flexibility. The supplier 's trust in the buyer also shows a positive relationship to all of the supplier performance dimensions. While exhibiting no main effects, supplier network size moderates these power-performance relationships. The study essentially says that selecting the right number of suppliers may have a considerable effect on the relationship between power, trust and performance in buyer-supplier relationships.
DISCUSSION: As stated before, Coercive Power is “A form of influence through which the employee obeys, but only because of the presence of threats” (Satterlee, 2009, p. 111). Essentially, a boss could use his or her power to pressure employees to do their work. A boss may force an employee to perform by threatening to use that power against them. A boss could bring up threats such as the possibility of firing the employees or even docking them pay. The article I chose, “The intersection of power, trust and supplier network size: implications for supplier performance,” by Bryan Ashenbaum and Regis Terpend (2012), evaluates the statistics involved when bosses utilize the
References: Ashenbaum, B., & Terpend, R. (2012, July). The intersection of power, trust and supplier network size: implications for supplier performance. Journal of Supply Chain Management, 48(3), 52+. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA302115384&v=2.1&u=vic_liberty&it=r&p=ITOF&sw=w Satterlee, A. (2009). Organizational Management and Leadership: A Christian Perspective. Roanoke: Synergistics Inc.