The impact of relational assumptions on the task of influencing suppliers

Purpose – Aims to demonstrate that the task of influencing suppliers cannot be handled through the application of generic, one‐size‐fits‐all influence approaches with optimum outcomes and, further, to introduce analytical models and practices that can assist purchasers in differentiating their influence approaches. Design/methodology/approach – The relations between a producer of frequency converters and four suppliers of electronic components were studied in a hermeneutic qualitative case‐based research design. Findings – The paper shows how the case company influenced the four suppliers through the application of the same coercive power‐inspired supplier evaluation exercise. The purchasers designed the evaluation according to narrow and uniform assumptions – for instance, assuming that all suppliers would exhibit a power‐abiding rationality. These assumptions led the purchasers to design a standard evaluation scheme that did not take the specifics of each supplier relation into account. Hence, different outcomes were reached in each supplier relation, and in three out of four relations negative results were experienced. Research limitations/implications – Future research should investigate other influence mechanisms and could involve more buyer‐supplier relations. Furthermore, a longitudinal study could be valuable, providing richer data on developments in influence approaches and outcomes. Practical implications – The paper shows how purchasers need to design their influence approach based on supplier analysis rather than on narrow assumptions and introduces two tools/models to assist in this task. Originality/value – As a qualitative contribution to the mainly quantitative literature on influence, the paper demonstrates the need for differentiated influence approaches. Network strategy, value potential and supplier actor rationality are introduced as contingency parameters, and analytical practices are introduced to assist purchasers design supplier‐specific influence approaches.