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We report the findings of a study conducted among 172 European buyers in manufacturing regarding their relationship with their trading partners. Particularly, the focus is on whether and how asymmetry in the power position of two trading partners affects the level of inter-firm learning and the moderating role of inter-firm trust. Results indicate that power differentials have a negative impact on organizational learning when the level of trust is low. When inter-firm trust is high, power asymmetries have a slightly positive effect on inter-firm learning. Conclusions and implications are derived from the study. Findings and directions for further research are provided.

We report the findings of a study conducted among 172 European buyers in manufacturing regarding their relationship with their trading partners. Particularly, the focus is on whether and how asymmetry in the power position of two trading partners affects the level of inter-firm learning and the moderating role of inter-firm trust. Results indicate that power differentials have a negative impact on organizational learning when the level of trust is low. When inter-firm trust is high, power asymmetries have a slightly positive effect on inter-firm learning. Conclusions and implications are derived from the study. Findings and directions for further research are provided.