An Agency Theory perspective on the purchase of marketing services

Tate, Wendy L.; Ellram, Lisa M.; Bals, Lydia; Hartmann, Evi; Valk, Wendy van der

doi:10.1016/j.indmarman.2009.08.005

Cited by 112 publications

(105 citation statements)

References 52 publications

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“…Focus groups were considered appropriate to facilitate the exploration of the experiences of buyers and sellers (Bonoma, 1985;Ellram, 1996) and develop theory in the buyer-seller domain (Jüttner et al 2007;Lindberg & Nordin, 2008;Tate et al, 2010). Existing research is predominantly case study based (Blois, 1998;Cox et al, 2003;Gelderman & van-Weele, 2001;Goffin, Szwejczewski, & New, 1997;Graham & Ahmed, 2000;Lehtinen, 2001;Ratnasingam, 2000;Veludo, Purchase, & Macbeth, 2001;Watson, 1999), yet the cases chosen often represent economically-polarized situations making conceptual development problematic.…”

Section: Methodsmentioning

confidence: 99%

The origins of power in buyer–seller relationships

Meehan

Wright

2012

Industrial Marketing Management

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Section: Methodsmentioning

confidence: 99%

The origins of power in buyer–seller relationships

Meehan

Wright

2012

Industrial Marketing Management

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“…Interviews with experts have been extensively used in the literature with regard to this industry, and numerous case studies have been done (Russell and Hoag 2004, Zsidisin and Smith 2005, Laframboise and Reyes 2007, Esposito and Passaro 2009. The focus group is one of the most widely used research tools in social sciences, and previous studies were found in the literature that use these in the area that concerns this study, operations management in general (Dey et al 2006, Binder andEdwards 2010) and SCM in particular (Oehmen et al 2010, Tate et al 2010. A focus group should involve a group of 6-12 participants in a structured discussion about a particular topic (Barbour andKitzinger 1999, Tate et al 2010).…”

Section: Methodsmentioning

confidence: 99%

A study of supply chain integration in the aeronautics sector

Alfalla-Luque

Medina‐López

Schrage³

2012

Production Planning & Control

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Competitive pressure, high development costs, long lead times, rapidly changing technologies and the risks inherent in projects combined with the delays seen in the latest aircraft models (with the rise in costs that these have entailed) highlight the need to reorganise the supply chain in the aeronautics sector paying special attention to an improvement in inter-and intra-organisational integration. The aim of this study is to analyse the situation of supply chain integration (SCI) in the aeronautics sector using three dimensions (information integration, coordination and resource sharing and organisational relationship linkage), considering both internal integration and external integration with customers and suppliers. A group of first-tier supplier experts analyse the dimensions and assess the degree to which the factors that define SCI have been achieved. The results enable strengths and weaknesses to be determined and indicate possible improvements to the situation that is detected with clear managerial implications.

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“…Especially when collaboratively developed, corporate strategies improve the alignment between different departments (Swink, Narasimhan, and Wang 2007). This is all the more important as agents tend to operate opportunistically when internal alignment between two principals within an 'agency triad' is insufficient (Tate et al 2010). Hence, the corporate financing strategy alignment might increase the awareness of the financial aspects in purchasing and supply (chain) management and subsequently, Downloaded by [University of Otago] at 10:33 26 July 2015…”

Section: Financial Orientation In Purchasingmentioning

confidence: 99%

“…As shown by Tate et al (2010), the internal strategy alignment reduces the opportunistic behaviour of the agent and therefore also increases the resulting performance. By looking at interdepartmental IT collaboration, Sanders and Premus (2005) came to the same conclusion.…”

Section: Performance Of Financing the Buyer-supplier Dyadmentioning

confidence: 99%

Financing buyer–supplier dyads: an empirical analysis on financial collaboration in the supply chain

Wandfluh

Hofmann

Schoensleben

2015

International Journal of Logistics Research and Applications

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Awareness of capital commitment in the context of supply management has increased tremendously in recent years. However, researchers often only consider the intra-organisational perspective of financing. Consequently, a great optimisation potential, especially in globally dispersed supply chains, remains unlocked. To address this research gap, this paper presents a conceptual research model with hypotheses derived from principal-agent theory to explain the role of collaboration in the context of financing a buyer-supplier dyad and its effect on the resulting financing performance. A cross-industry survey yielding 145 responses was used to empirically test the hypotheses. The results indicate that both strategy alignment between purchasing and finance departments (intra-firm financial collaboration) as well as in the buyer-supplier dyad (inter-organisational financial collaboration) have a significant positive effect on the overall financing performance. These findings provide researchers and practitioners with a clearer understanding of upstream-oriented supply chain finance and the possibilities and constraints in its implementation.

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An Agency Theory perspective on the purchase of marketing services

Cited by 112 publications

References 52 publications

The origins of power in buyer–seller relationships

The origins of power in buyer–seller relationships

A study of supply chain integration in the aeronautics sector

Financing buyer–supplier dyads: an empirical analysis on financial collaboration in the supply chain

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