This article analyses supplier-buyer relationships in which the suppliers adapt to the buyers' needs and expectations in order to gain mutual advantages. In some cases such closely-knit relationships lead to violations of the autonomy of one or both partners. In order to analyze this problem a concept of corporate autonomy (CA) is developed. CA is distinguished in rule autonomy, executive autonomy and control autonomy. A case study of Mattel, Inc. facing problems with lead contaminated toys produced in China shows that the CA of buyer and supplier can be restricted as a result of a dysfunctional partnership.