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During the last decade the ending of exchange relationships has received increasing attention from researchers. The purpose of this paper is to explore and discuss one particular aspect of ending - namely, switching supplier relationships. The basis for the discussion is two-fold. First, insights from literature on inter-organisational relationships and organisational learning are used and related to switching issues. Second, the findings from a qualitative case study are discussed and related to the literature. The findings suggest that switching from one supplier to another requires a translation of knowledge and routines gained in the former relationship.
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