B2B Buyers' emotions and regulatory focus in justice and switch back decisions

Chugh, Richa; Gould, Noel; Leach, Mark; Liu, Annie H.

doi:10.1016/j.indmarman.2022.12.012

Cited by 9 publications

(4 citation statements)

References 108 publications

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“…Studying managers’ particular perceptions helps understand the black box of managers’ emotions, which have been shown to be significant in the study of behavioural factors for decision-making. We extend recent B2B studies in emotions showing that not only do managers’ own emotions influence firm response (Chugh et al ., 2023) but also how they perceive emotions in their environment.…”

Section: Discussionsupporting

confidence: 87%

“…In particular, it expands the body of supply chain management literature on emotions beyond isolated constructs (e.g. anger, joy) (Chugh et al ., 2023). Indeed, the results illustrate the relevance and applicability of the concept of collective emotions in the B2B context.…”

Section: Discussionmentioning

confidence: 80%

“…These studies have integrated specific individual emotions (e.g. anger, joy) into their models (Chugh et al ., 2023; Polyviou et al ., 2018), studying how managers' emotions and cognition affect their behaviour (Bono and Ilies, 2006). At the same time, the role of individuals within an organisation in the execution of certain supply chain strategies remains largely unexplored (Timmer and Kaufmann, 2019).…”

Section: Introductionmentioning

confidence: 99%

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The influence of collective emotions in the response to supply chain disruptions: a buyer–supplier empirical approach

Matas,

Llorens-Montes,

Perez

2024

IMDS

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PurposeThe objective of this study is to examine how emotions play a role in the firm’s reaction to disruptions in the supply chain. Drawing on the upper echelons theory, we evaluate whether managers’ perception of collective emotions (CEs) in the supply environment affects the execution of specific organisational responses (bridging and buffering) to disruptive events. Furthermore, we investigate to what extent companies' own capabilities, such as supply chain resilience, influence this relationship.Design/methodology/approachA web-based survey was distributed among managers involved in supply chain relationship management (e.g. supply chain or purchasing managers). LinkedIn was used to identify and contact adequate respondents, and 221 valid responses were collected. The proposed theoretical model was empirically tested using structural equation modelling based on partial least squares (PLS-SEM).FindingsResults suggest that emotions can shape a firm's response to supply chain disruptions. In fact, managers are more likely to pursue both bridging and buffering strategies as their perception of CEs increases. However, the intensity and underlying motivations for pursuing each strategy differ.Originality/valueWhen CEs are perceived by buyer managers, stronger supply chain resilience incentivises the choice of cooperative practices within existing suppliers, thereby reinforcing pre-existing links. We conclude that combining companies' inherent variables or capabilities with managerial cognition and perceptions can improve our understanding of decision-making processes and buyer–supplier relationships.

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Section: Discussionsupporting

confidence: 87%

Section: Discussionmentioning

confidence: 80%

Section: Introductionmentioning

confidence: 99%

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The influence of collective emotions in the response to supply chain disruptions: a buyer–supplier empirical approach

Matas,

Llorens-Montes,

Perez

2024

IMDS

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“…Salesperson likeability, thus, refers to customers’ assessment that the salesperson is friendly, nice and pleasant to continue social interactions (Doney and Cannon, 1997; Guenzi and Georges, 2010; Nagel et al , 2021). More specifically, it is an emotional connection that can be viewed as fondness or affection – a feeling that goes beyond mere acceptance as a competent business partner (Nicholson et al , 2001; Kemp et al , 2018; Chugh et al , 2023). Furthermore, likeability induces an interest to develop social value which reinforces partner interest in collaborating (Pulles and Hartman, 2017) and in developing stronger personal ties (Ozdemir et al , 2020).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Affect-based dimensions of trust: a study of buyer-supplier relationships in Thai manufacturing

Rungsithong,

Meyer

2024

JBIM

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Purpose Trust is an important facilitator of successful B2B relationships. The purpose of this study is to investigate affect-based antecedents of both interpersonal and interorganizational trust, and their impact on the performance of buyer–supplier relationships. The authors ask two research questions: (1) What are affect-based dimensions of interpersonal and interorganizational trust? (2) How do interpersonal and interorganizational trust influence buyers’ operational performance? Design/methodology/approach The authors use data from an original survey of 156 buyer–supplier relationships between multinational enterprise subsidiaries and local suppliers in the Thai manufacturing sector to develop a structural model in which the authors test the hypotheses. Findings Consistent with social exchange theory and social psychology, the empirical analysis shows that affect-based dimensions at the individual level, namely, likeability, similarity and frequent social contact, and at the organizational level, namely, supplier firm willingness to customize and institutionalization of cooperation, are important for establishing trust. In addition, interpersonal trust enhances buyers’ operational performance indirectly via interorganizational trust. Practical implications Buying and selling firms may develop organizational trust by developing processes that enhance organizational trust. Individuals with purchasing or sales responsibilities may enhance trust in their personal relationship. However, such interpersonal trust needs to be translated to the organizational level to benefit organizational performance. Originality/value The findings contribute to the literature on affect-based antecedents and outcomes of trust. Specifically, the authors offer theory and empirical evidence regarding the contribution of salespersons toward affect-based dimensions of trust and its impact on buyer’s operational performance.

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“Business-to-Business-to-Brain?” Reviewing Neuroscience Research in B2B-Marketing Using TCCM Analysis

Österle,

Herrando,

Köpsel

et al. 2024

Journal of Business-to-Business Marketing

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B2B Buyers' emotions and regulatory focus in justice and switch back decisions

Cited by 9 publications

References 108 publications

The influence of collective emotions in the response to supply chain disruptions: a buyer–supplier empirical approach

The influence of collective emotions in the response to supply chain disruptions: a buyer–supplier empirical approach

Affect-based dimensions of trust: a study of buyer-supplier relationships in Thai manufacturing

“Business-to-Business-to-Brain?” Reviewing Neuroscience Research in B2B-Marketing Using TCCM Analysis

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