Exploring perceptions of interdependencies: Strategic options in supplier–customer relationships

Abstract This paper investigates how three indicators, 1) convergence–divergence in actor characteristics, 2) relationship atmosphere, and 3) degree of overlap in the network pictures of collaborating partners, relate to the perceived interdependencies and strategic options seen in specific supplier–customer relationships. The paper presents the case of a Danish food company, which offers the same pallet of new products to different customers. Joint developments are coordinated equivalently across customer relationships, and the customers draw on the same company technology and knowledge resources. Still, the company perceives interdependencies and related strategic options as very divergent across the customer relationships.

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