This study is motivated by the interest in looking beyond the must‐have tangible performance factors of buyer–supplier relationships to understand the role of intangible factors that affect buyer–supplier relationship continuity and future collaboration. The article uses three sequential structural equation models that integrate relationship theory, signaling theory and social exchange theory to empirically evaluate the effects of suppliers' reputation on the future of buyer–supplier relationships. This multitheoretical approach shows that reputation at the start of a project has a direct effect on a buyer's future collaboration intentions with suppliers. However, when outcome fairness (an economic factor) is added to the model the effect of reputation is partially mediated. Conversely, when trust during the project collaboration (a social factor) is added to the model the effects of reputation and outcome fairness are completely mediated. These results support that trust during the project collaboration has a stronger influence on the future of buyer–supplier relationships than fair economic rewards or reputation.

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The value of multiple informant methodology for improving the validity in determining organizational properties has been increasingly recognized. However, the majority of empirical research still relies on single (key) informants. This is partly due to the lack of comprehensive methodological narratives and precise recommendations on the application of this important methodology. Therefore, the authors have developed a critical review and derived clear recommendations for the key challenges that researchers face in using multiple informants: (1) Which and how many informants should be considered? (2) How should the consensus among the informants be judged? (3) How are multiple responses combined into a single, organizational response to conduct further data analyses?

Purpose -Companies involved in collaborative channel relationships aim at creating in sum a higher value than each channel partner could achieve on its own. There is relatively little empirical insight into what determines the sharing of the "value pie". Therefore this paper aims to investigate determinants of value sharing in channel relationships. Design/methodology/approach -Data for testing the hypotheses were collected through a telephone survey of managers from large industrial firms in the automotive, food, engineering and chemicals industries in Germany. Complete information on the study's questions was received from 142 firms, accounting for a response rate of 40.1 percent. Findings -The results show that customer companies frequently receive larger shares of the value pie, while in most cases the value pie is shared equally. Furthermore, relationship quality, supplier motivation approaches, the goals of the channel relationship as well as the applied sharing principle are all influential in determining how value is shared in corporate practice. Research limitations/implications -Because all companies in the sample were selected from only four industries, all are among the largest companies in their specific industry, and all are headquartered in Germany, the generalizability of the results is unquestionably limited to similar firms. Practical implications -Customer as well as supplier firms should incorporate the identified determinants in their partnering and sharing decisions, since they have an impact on the long-term benefit of channel relationships. Originality/value -The underlying determinants of the sharing process and the value allocation to the channel partners have so far received little research attention. This paper addresses this situation.

Eroding margins for primary products have redirected many firms' attention to the highly profitable spare parts business. These firms push for increased sales and more efficient spare parts supply chains. However, previous research in spare parts supply chain management has principally been limited to planning and operational aspects such as the determination of spare parts inventory levels and re-order policies. Taking the sellers' perspective in the supply chain, the primary objective of the case study research presented in this article is to better understand the problems that engineering companies encounter and approaches that they adopt in their spare parts supply chains. The initial proposition, that engineering companies need to, and are eager to, adopt supply chain management practices in their spare parts businesses in order to capture revenue and profit potential, is supported. Among the key areas for improvement are the formulation of spare parts strategies, a better understanding of the installed base, and top management support for the spare parts business.