Network perspectives on interfirm conflict: reassessing a critical case in international business

Power and conflict have long been central to research on interfirm relationships in marketing. While studies on power and conflict in distribution channel research have largely taken a dyadic approach, network theories pioneered by the Industrial Marketing and Purchasing (IMP) group have explained power and conflict in terms of the configuration of relationships among firms. This article contrasts dyadic and network interpretations of a 'critical' case of conflict between Australian and Japanese firms. As well as showing how network analysis provides a fuller understanding of power and conflict in this case, the article suggests wider issue areas for further theoretical development.