A grounded theory of value dissonance in strategic relationships



Pinnington, Bruce D ORCID: 0000-0002-2738-0002, Meehan, Joanne ORCID: 0000-0001-6730-9350 and Scanlon, Tom
(2016) A grounded theory of value dissonance in strategic relationships. JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT, 22 (4). pp. 278-288.

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Abstract

Value creation is central to major business-to-business relationships, yet despite the criticality, stakeholder value expectations may not be met. This study explores how senior buyer and seller-side relationship managers (N=25), managing relationships worth £5M–£750M per annum, perceive and manage value and the implications of these perceptions to both parties. In a novel combination, focus groups were used to generate the initial dataset and category structure of a grounded theory study. Categories were subsequently explored through 1:1 interviews. The concept of Internal Value Perception Dissonance (IVPD) is developed, and its properties, dimensions and consequences are discussed. IVPD adds a new intra-organisational dimension to the causes of relational failure. Value-dissonance theory is developed that directs practitioners toward pluralistic, internal collaboration as a precursor to inter-organisational collaboration. The disparity in buyer-side value perceptions, shows that these organisations cannot be regarded as cohesive, unitary entities. The buyer does not exist in these cases.

Item Type: Article
Additional Information: Date: 2015-06-30 (submitted)
Uncontrolled Keywords: Value, Strategic relationships, B2b relationships, Perceptions, Stakeholders, Grounded theory, Focus groups
Depositing User: Symplectic Admin
Date Deposited: 01 Aug 2019 13:56
Last Modified: 10 Jun 2023 03:17
DOI: 10.1016/j.pursup.2016.04.005
Related URLs:
URI: https://livrepository.liverpool.ac.uk/id/eprint/3050768

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