“You get what you pay for” is one of life's lessons that predominates in purchasing decisions individuals make in their personal lives. The results of this study suggest this lesson should also prevail among management when price‐related purchasing decisions in businesses are being made. An evaluation of over 1,700 purchasing instances across seven years of a longitudinal panel data set collected from Tier 1 production suppliers to the six major North American automotive Original Equipment Manufacturers (OEMs), Chrysler, Ford, General Motors, Honda, Nissan, and Toyota, found that suppliers compensate for price concessions and price reduction pressure from the OEM in the year following the concession, by reducing product quality, service support, and R&D expenditures associated with goods provided to the OEM. This industry is particularly relevant because it is highly adversarial, yet at the same time reliant on interdependence. The results show that supplier price concessions granted to an OEM led to compensatory supplier behaviors of reduced quality and R&D expenditures toward that OEM. Further, the results suggest that the organizational justice dimensions of distributive justice, procedural justice, interpersonal justice, and informational justice can ameliorate negative supplier compensatory activities. A buyer–supplier relational environment that engenders organizational justice tactics such as open and honest communication with suppliers provides suppliers the expectation of an acceptable return on business over the long term, provides help to suppliers to reduce costs, and builds supplier trust of the OEM had generally positive effects on quality, service, and R&D expenditures. From a management perspective, these results indicate there is a very real risk versus reward issue associated with pressuring suppliers for price reductions.

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意外的后果：供应商如何补偿价格让步以及组织正义在买卖双方关系中的作用

在购买个人在自己的生活中做出的决定中，“您得到了所要付出的代价”是人生中最重要的课程之一。这项研究的结果表明，在制定与价格相关的企业购买决策时，本课程也应在管理层中普遍使用。从一级生产供应商收集到六个主要的北美汽车原始设备制造商（OEM），克莱斯勒，福特，通用，本田，日产和丰田的纵向面板数据集，在七年的时间里评估了1,700多个采购实例，发现供应商通过降低产品质量，服务支持以及与提供给OEM的商品相关的R＆D支出，在价格优惠后的一年内补偿了OEM的价格优惠和降价压力。该行业特别相关，因为它具有很高的对抗性，但同时又依赖于相互依赖。结果表明，授予OEM的供应商价格优惠导致供应商的补偿行为，即降低质量和对该OEM的研发支出。此外，结果表明，分配正义，程序正义，人际正义和信息正义的组织正义维度可以改善负面的供应商补偿活动。买方与供应商之间的关系环境会产生组织公正的策略，例如与供应商进行公开坦诚的沟通，从而为供应商带来长期可接受的业务回报期望，为供应商降低成本提供帮助，并赢得了OEM的供应商信任，这通常会对质量，服务和研发支出产生积极影响。从管理层的角度来看，这些结果表明与向供应商施压以降低价格有关，存在着非常现实的风险与回报问题。