As organizational success has become more and more reliant on the nature of business relationships, one factor that has come to the fore in influencing the development of those relationships is power (Meehan & Wright, 2012). Power as a construct in business-to-business relationships has received irregular and contrasting treatment from researchers, including those who view the concept of power as alien to the effective workings of exchange relationships and determine success through principles of co-operation and trust (Kumar, 1996) and those who view the workings of power as a natural phenomenon and acceptance of asymmetry essential to managing business-to-business exchanges (Hingley, 2005).
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