This study examines the power dynamics and their impact on involvement levels and compromise complexities in B2B joint decision-making within Dutch high-tech firms. Using a five-phase framework, it investigates the asymmetrical participation of co-owning decision-makers in dyadic buyer-supplier relationships and presents a conceptual model to explain how different power sources influence business interactions. A qualitative multiple case study involving Dutch high-tech firms was conducted. The research reveals that power bases significantly determine both involvement levels and the complexities of compromises, showing a positive correlation between involvement and compromise complexity. This study provides guidance for B2B stakeholders, offering diagnostic tools for understanding power structures and strategies to enhance collaborative decision-making. Additionally, the paper recommends governance frameworks and role delineations to improve participation levels, especially for companies with less power. This scholarly work enriches the literature by clarifying the relationship between power bases, involvement levels, and compromise complexities, and extends the application of social power theory to high-tech B2B contexts.

Joint decision-making is one of the coordination mechanisms to address the inherent complexity of business-to-business (B2B) processes within a supply chain. Joint decision-making can be helpful to define shared goals and objectives, identify supply chain failures and opportunities, and consolidate supply chain success. Parties may benefit directly from a partnership's potential and synergies by collaboratively making decisions. However, specific business conditions need to be in place to enable joint decision-making. This paper investigates how companies in a dyadic relationship arrive at joint and individual supply chain decision-making structure. We examine the drivers, facilitators, and barriers of making joint as well as individual decisions within the supplier-buyer dyad and frame our arguments borrowing perspectives from resource dependency theory, transaction cost economics, collaboration theory, and social exchange theory. The paper presents a case study of Dutch high-tech companies, analysing experiences of supply chain managers via semi-structured interviews. High-tech firms often collaborate and share supply chain decisions due to the high-value capital equipment as well as a shared dependency on highly specific scarce resources. Our study provides new empirical insight into how firms cope with conflicting drivers, facilitators, and barriers in collaborations, controlling their decision-making structure. From the case study, we identify the combinations of facilitators and drivers that tend to promote the existence of joint decisions. We conclude with providing a list of suggestions for decision-makers and future research.