SUPPLIER OBSTRUCTIONISM: THEORETICAL FOUNDATION AND EMPIRICAL VALIDATION.

The article aims to develop the supplier obstructionism construct, drawing upon the strategic management, organization theory, psychology and supply chain management literature, and test its antecedents in a new product development context. Supplier obstructionism is hypothesized to have supplier power, dependence on suppliers, transaction-specific assets, internal uncertainty, external uncertainty and organization as direct antecedents. The relationship between supplier power and supplier obstructionism is based on the punitive capability a supplier has, combined with the assumption of opportunism; the supplier may be more tempted to use its punitive capability as its power increases. The relationship between dependence and supplier obstructionism is based on alternative sources of supply; when there are few, a supplier is more likely to engage in obstructive behavior. External uncertainty can lead to supplier manipulation of the schedule to suit its own needs and inflated estimates of the time it needs ...