Buyer–supplier relationships in inter- and intra-organisational supply contexts: the unobtrusive yet pervasive human resource picture

Abstract

While there is an extensive literature on organisational relationships, there remains a need to understand better the way that operational aspects of supply partnerships are managed in practice, in particular with respect to human resource (HR) elements. The use of seven dimensions to explore HR elements of supply relationships across a broad front is described. These dimensions were goals, information sharing, relationship structure, co-ordination mechanisms, locus of decision-making, top management commitment and compatibility of values. Two case studies of highly interdependent supply relationships were conducted: one an inter-organisational and the other an intra-organisational environment. A total of 84 semi-structured interviews were conducted with a wide cross-section of employees and managers at multiple levels across the two dyads. Cross-case analysis revealed polar views of the “relationship”. Indeed, at different levels in each organisation, a tension emerged between extremes, which have been labelled “together” and “separate” herein. Our findings also highlight the pervasive effects of HR issues on these polarised views of supply relationships, and the similarities of inter-firm and intra-firm contexts, which point to common HR characteristics within supply relationships.