This study aims to examine the means by which influence strategies and social mechanisms (trust and shared vision) influence the flexibility of suppliers, and its ultimate effect on the performance of manufacturers.
This study bases the major components of marketing research on previous studies related to influence strategies and flexibility in the supply‐chain. This empirical study utilized 162 SMIT survey samples.
Results show that using coercive influence strategies and developing a shared vision promote supplier flexibility and fully mediate the effects of trust on supplier flexibility. In addition, supplier flexibility has a significant positive impact on the performance of manufacturers.
The perceptions of manufacturers regarding influence strategies and social mechanisms formed the basis of this study. Future studies could focus on the reciprocal strategies of suppliers, and the influence of these actions on the effectiveness of the influence strategies employed by manufacturers.
This paper adds to the existing management guidelines addressing the problem of ensuring increased flexibility from suppliers to enable a more rapid response to the demands of customers to enhance performance.
The paper provides novel insights into the impact of influence strategies and social mechanisms on the flexibility of suppliers.
