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Behaviour, Power & The Technology Industry
Behaviour, Power & The Technology Industry
TECHNOLOGY INDUSTRY
Shauna Dowling
WEEK 9 INDUSTRY LEARNING JOURNAL - 5th April 2017 – Word Count: 736
Table of Contents
1. Best Practice Analysis ............................................................................................................ 2
2. Industry and Company Analysis.............................................................................................. 2
3. Best Practice Application ....................................................................................................... 3
4. Recommendations for the Company....................................................................................... 3
References .................................................................................................................................. 4
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BEHAVIOUR, POWER & THE TECHNOLOGY INDUSTRY: Behaviour management advice for Dell
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3. Best Practice Application
It is advised that businesses choose a dyadic analytical method over a power network to
progressively analyse relationships with continuity. With over reliance on technology in SCs,
collaborative relationships are harder to implement due to a lack of understanding with whom
a business is trying to collaborate (Barratt, 2004). The apparent lack of trust between buyers
and suppliers requires a heightened segmentation approach based on the reputation and ability
of their partners (Barratt, 2004). There are a variety of factors that contribute to collaborative
relationships, including culture, company strategies and implementation methods (Barratt,
2004). It is advised that both businesses entering a new relationship review these factors in
specific relation to their collaborative partner. Through increased analysis and communication
with Acer, Dell could have understood their aspirations better and increased Acer’s satisfaction
gained from the relationship. It is advised that Dell increase their awareness of the effects of
power on the nature of relationships, depths of collaboration and the influence it has on the
behaviour of partners.
It is seen as extremely ironic that Dell professes their dedication to collaborative relationships
yet their past acknowledges otherwise. More constructive communication and encouraging an
increase in power-balance are encouraged. SC exchanges have important transactional and
relational factors that mediate the effect of power imbalance which is the main point of
recognition required by Dell (Nyaga et al., 2013).
3
References
Barratt, M. (2004). Understanding the meaning of collaboration in the supply chain. Supply
Chain Management: An International journal, 9(1), pp.30-42.
Fuller, J., O’Conor, J., Rawlinson, R. (May 1993), Tailored Logistics: The Next Advantage, Harvard
Business Review
Hill CWL, Cronk T, Wickramasekera R. (2011), Restoring Dell's Competitive Advantage'. Global
Business Today: Asia-Pacific Edition, pp 531-34, McGraw-Hill, Sydney
Kähkönen, A.K. (2014). The influence of power position on the depth of collaboration. Supply
Chain Management: An International Journal, 19(1), pp.17-30.
Lee, P.S. (2016) Strategic Coupling: East Asian Industrial Transformation in the New Global
Economy. International Relations of the Asia-Pacific.
Magretta, J. (1998). The Power of Virtual Integration: An Interview with Dell Computer’s
Michael Dell. Harvard Business Review. (2), pp.17-30.
Mariotti, L. J. (1999). Collaboration Is the Way to Go. Supply Chain Management Review, p. 75.
Nyaga, G.N., Lynch, D.F., Marshall, D. and Ambrose, E. (2013). Power asymmetry, adaptation
and collaboration in dyadic relationships involving a powerful partner. Journal of Supply
Chain Management, 49(3), pp.42-65.