The article aims to develop the supplier obstructionism construct, drawing upon the strategic management, organization theory, psychology and supply chain management literature, and test its antecedents in a new product development context. Supplier obstructionism is hypothesized to have supplier power, dependence on suppliers, transaction-specific assets, internal uncertainty, external uncertainty and organization as direct antecedents. The relationship between supplier power and supplier obstructionism is based on the punitive capability a supplier has, combined with the assumption of opportunism; the supplier may be more tempted to use its punitive capability as its power increases. The relationship between dependence and supplier obstructionism is based on alternative sources of supply; when there are few, a supplier is more likely to engage in obstructive behavior. External uncertainty can lead to supplier manipulation of the schedule to suit its own needs and inflated estimates of the time it needs to acquire needed capabilities. Internal uncertainty may be related to supplier obstructionism if a supplier abuses the difficulty in ascertaining whether compliance has taken place by intentionally failing to comply. Supplier power is hypothesized to be a direct result of internal uncertainty and dependence on suppliers. Uncertainty increases supplier power; for example, a supplier whose level of compliance is difficult to ascertain has more power. Investment in transaction-specific assets is hypothesized to be a direct result of supplier power, dependence on suppliers and external uncertainty. Asset specificity results from supplier power over the buyer because the investments are sunk costs.