The power dynamics unveiled
who pulls the strings in high-tech B2B decision-making?
K. Nurhayati (TU Delft - Transport and Logistics)
Lóránt Tavaszzy (TU Delft - Transport and Logistics, TU Delft - Transport, Mobility and Logistics)
Jafar Rezaei (TU Delft - Transport and Logistics)
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Abstract
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.
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