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Power in a startup's relationships with its established partners: Interactions between structural and behavioural power

机译：初创企业与其既定合作伙伴之间的关系中的力量：结构力量与行为力量之间的相互作用

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摘要

Power plays a key role in the relationships between startups and established organisations. Yet researchers have devoted little attention to the startup's perspective on power in such relationships. To study startups' view on power, a useful starting point is their structural power, but this also requires an investigation of their power behaviour. We explore how structural and behavioural power interrelate in a startup's relationships with its established partners in the medical device business. Our longitudinal, embedded case study reveals nine interaction episodes in which power plays a decisive role. The power episodes show that the case startup often uses hostile power use tactics because it overestimates its structural power. Since its established partners recognise its lack of power, they usually do not accept such behaviour. Thus, the case startup could not extract the intended benefits. Nonetheless, we find that the case startup could benefit from its relationships if it employs conciliatory power use tactics or power change tactics. With these insights, we contribute to the startup business relationship literature by providing a better understanding of startups' experience with power. We also extend the power literature by showing that it is the perception of power that determines power behaviour rather than the de facto structural potential.
机译：力量在初创企业与成熟组织之间的关系中起着关键作用。然而，研究人员很少关注创业公司在这种关系中对权力的看法。要研究初创公司对权力的看法，一个有用的起点就是他们的结构力量，但这也需要对他们的权力行为进行调查。我们探讨了结构和行为能力如何与一家初创公司与其医疗设备业务中既有合作伙伴的关系相互关联。我们的纵向嵌入式案例研究揭示了九个互动事件，其中权力起着决定性的作用。权力事件表明，案例初创公司经常使用敌对权力使用策略，因为它高估了其结构权力。由于其既定的合作伙伴认识到它的力量不足，因此他们通常不接受这种行为。因此，案例启动无法提取预期的收益。尽管如此，我们发现，如果案例调解公司采用调解性的权力使用策略或权力变更策略，则可以从其关系中受益。借助这些见解，我们可以通过更好地了解初创企业的权力经验来为初创企业关系文献做出贡献。我们还通过显示权力决定权力行为而不是事实上的结构潜力来扩展权力文献。

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