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This paper proposes to rethink the concepts of relevance and usefulness and their relation to the theory–practice gap in management research.

On the basis of the cognitive-linguistic relevance theory or inferential pragmatics, supplemented by insights from information science, we define relevance as a general conceptual category, while reserving usefulness for the instrumental application in a particular case.

There is no reason to hold onto the difference between theoretical and practical relevance, nor to distinguish between instrumental and conceptual relevance.

This novel approach will help to clarify the confusion in the field and contribute to a better understanding of the added value of management research.

Although many authors examine relationships, few attempt to classify alternative structures. In this research a relationship strength construct is developed to distinguish among alternative relationship structures based on a key mediating variable set derived from an assessment of the dominant behavior process and economic content variables underlying important buyer‐seller relationships. Results using a cluster analysis procedure based on a sample of 200 industrial company respondents from the UK engineering, electronic and telecommunications sectors support the classification. This allows us to discriminate between four relationship structures in main buyer‐supplier relationships, which are labeled: bilateral, recurrent, dominant partner, and discrete. Such a classification can provide managers with a mechanism for analyzing and planning for the development of their inter‐firm relationships.

Explores the complexity of supply‐chain management businesses, such as the motor industry and electronics, looking at new initiatives which are emerging between role partners in an effort to reconcile the needs of quality, cost reduction, innovation and customer satisfaction. Observes current trends towards achieving these difficult objectives which promote closer buyer‐seller relationships, joint ventures and strategic alliances, yet notes that the open‐to‐tender bidding process is still extensively used for a number of key components and services. Based on a study within the Scottish electronics industry, examines the effects of open‐to‐tender contracts on total quality management and on buyer‐supplier relationships. Suggests that, while both buyers and their suppliers are talking the relationship game, the reality is that the rules are seldom explicit, communication between the parties is inadequate and therefore relationships tend to be on a superficial level, and lacking real commitment on joint product development, cost reduction strategies and effective integrated systems. Found that competitive tendering came into conflict with the total quality management philosophy, and that attempts to build and sustain long‐term relationships were undermined by short‐term competitive pressures.

Postmodernism has had a widespread influence on intellectuals throughout the world. It all started, as the chapter on Ghate will show, with the philosophy of Immanuel Kant, who was the first philosopher to sever reason (consciousness) from reality. We have been paying the price ever since. Postmodernism has now spread from philosophy into many other fields, including literature, history, sociology, psychology and business.