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How do state authorities cope with popular contention under authoritarian legality? Based on ethnographic fieldwork and legal repression cases in China, this article highlights that conflicting rules and signals regarding contention management can impose considerable pressure on governments and motivate them to respond cautiously, even though the prevailing rhetoric of law-based governance provides a convenient basis on which authorities can legitimize their coercive actions. This study further theorizes a discreet pattern of government reaction under authoritarian legality – progressive legal repression – that rests on bureaucratic processing to overcome political uncertainty and lower potential risks before formally employing criminal sanctions to achieve domination. Instead of directly using criminal penalties to deter unruly protesters and potential dissenters, the preferred state action is to induce them to engage in available legal-bureaucratic procedures. By reconceptualizing protesters' claims and behaviour as unreasonable and signalling fulfilment of responsibilities, bureaucratic practices help officials to reduce the risks of damaging their political image and receiving disciplinary action, encouraging them to deploy legal repression. This study reveals more complicated dynamics of state repression under authoritarian legality and emphasizes the important effects of procedural practices on governmental responses and the regime's stability. (China Q/GIGA)

PurposeDeveloping appropriate conflict management strategies (CMSs) is important for a firm to achieve better relationships with its supply chain partners. However, the literature has rarely considered how firms may simultaneously adopt various CMSs to address interfirm conflicts. Accordingly, this study aims to identify manufacturers' CMS archetypes with their main suppliers based on interfirm interdependence structure, further examining the relationship between various CMS archetypes and exchange performance.Design/methodology/approachFirst, the authors theoretically propose a manufacturer's CMS archetypes configured with Rahim's five CMSs based on interfirm interdependence structure. Second, cluster analysis with data from 200 Chinese manufacturers is used to generate a manufacturer's actual CMS archetypes. Third, the authors analyze the relationship between interfirm interdependence structure and Rahim's five CMSs as well as that with the new configured CMS archetypes. Finally, the authors use Analysis of Variance (ANOVA) to compare exchange performance disparities among manufacturers using different CMS archetypes.FindingsFirst, cluster analysis results show that three archetypes – cooperative, competitive and cooperative-competitive CMS – emerge during interfirm conflict management. Second, regression analysis shows how interfirm interdependence structure can affect manufacturers' choice of different CMSs and CMS archetypes. Third, ANOVA results indicate that when addressing interfirm conflicts, the strong cooperative, strong competitive and strong cooperative-competitive CMS archetypes can help manufacturers get good relationship satisfaction with main suppliers. Regarding supplier opportunism, while both strong cooperative and strong competitive CMS archetypes are effective at restraining opportunism, the cooperative-competitive CMS archetype may trigger higher levels of supplier opportunism.Originality/valueThis study enriches the interfirm relationship management literature and provides insights for manufacturers to better address interfirm conflicts.