Buyer and supplier attractiveness in a strategic relationship - a dyadic multiple-case study

Kari Tanskanen*, Anna Aminoff

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

57 Citations (Scopus)


In a strategic buyer-supplier relationship (BSR), both the buyer and the supplier aim to leverage the relationship for gaining competitive advantage. Since strategic BSR requires a lot of effort from both parties, firms have become very selective in terms of with whom they engage in a strategic BSR. Therefore, both buyers and suppliers must shape their attractiveness in order to get the other party to put effort to the relationship. Towards this end, the present study explores the drivers of buyer and supplier attractiveness in strategic relationship through 43 interviews in six buyer-supplier dyads. We identified four main categories of both buyer and supplier attractiveness: 1) economic-based, 2) behavior-based, 3) resource-based, and 4) bridging-based attractiveness. We find economic- and behavior-based attractiveness strongly present in all dyads, while resource- and bridging-based attractiveness are emphasized when the strategic intent has more explorative elements and when the aim is to leverage the dyadic relationship in developing businesses outside the dyad. We synthesize our results to a model of attractiveness in a strategic BSR, which bring forth dyad considerations of buyer and supplier attraction.

Original languageEnglish
Peer-reviewed scientific journalIndustrial Marketing Management
Issue numberOctober
Pages (from-to)128-141
Number of pages14
Publication statusPublished - 18.04.2015
MoE publication typeA1 Journal article - refereed


  • 512 Business and Management
  • Dyadic multiple case study
  • Supply chain management
  • Attraction
  • Buyer–supplier relationship


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