Behavioral dimensions of channels of distribution: Review and synthesis

Hunt, Shelby D.; Ray, Nina M.; Wood, Rta

doi:10.1007/bf02729933

Cited by 63 publications

(21 citation statements)

References 48 publications

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“…Cooperative actions among exchange parties enable the resulting outcome to exceed that of a firm acting solely in its own interest (Anderson and Narus 1990). The role of management is therefore to promote cooperation to improve the financial aspects of the business venture (Hunt, Ray, and Wood 1985).…”

Section: Interfirm Relationship Quality and Financial Performancementioning

confidence: 99%

Interpersonal Factors as Drivers of Quality and Performance in Western–Hong Kong Interorganizational Business Relationships

Barnes¹,

Leonidou

Lai

et al. 2015

Journal of International Marketing

119

146

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The authors report the findings of a study conducted among a sample of 202 Hong Kongbased Chinese importing companies regarding their working relationships with Western export manufacturers. In particular, the study emphasizes the effect of interpersonal factors on financial performance through the intervening roles of intercompany trust and relationship quality. Using structural equation modeling, the authors confirm that (1)

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Section: Interfirm Relationship Quality and Financial Performancementioning

confidence: 99%

Interpersonal Factors as Drivers of Quality and Performance in Western–Hong Kong Interorganizational Business Relationships

Barnes¹,

Leonidou

Lai

et al. 2015

Journal of International Marketing

119

146

View full text Add to dashboard Cite

show abstract

“…Firms have been shown to avoid outcomes that impinge upon their decision-making discretion (Gaski, 1984;Provan, 1982). When negotiating the terms of a strategic alliance, firms will each seek significant authority in the relationship-and will be reluctant to relinquish it-resulting in conflicting motives among the negotiators (Anderson & Narus, 1984;Gaski, 1984;Hunt, Ray, & Wood, 1985;Oliver, 1990). In protecting against opportunism or shirking on the part of the partner firm, enhanced authority is desirable and should positively influence a firm's evaluation of the alliance and its activities (Geringer & Hebert, 1989).…”

Section: Authority: Advantage Versus Balancementioning

confidence: 99%

U.S.–Mexican alliance negotiations: Impact of culture on authority, trust, and performance

Teegen¹,

Doh²

2002

Thunderbird Intl Bus Rev

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Executive SummaryIn this article, we highlight the impact of culture on relationships of authority, trust, and performance in U.S.-Mexican alliance negotiations. Using a sample of 55 Mexican firms with experience in alliances with U.S. counterparts, we propose cultural foundations to explain the outcomes of these negotiations in terms of governance structure (authority) and relationships (trust) in the alliance, and link these negotiation outcomes to Mexican partner perceptions of alliance performance. We find that Mexican managers view authority balance as a positive contributor to alliance performance, while authority advantage-even when benefiting the Mexican partner at the expense of the U.S. partner-is viewed as having a negative impact on performance. Trust also plays an important role in alliance performance. We highlight several examples of alliance negotiations between U.S. and Mexican corporations to illustrate these findings, and present other challenges and opportunities in cross-cultural negotiations. We draw implications of our research for managers engaged in similar cross-cultural negotiations.

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“…Previous studies on intra-channel conflict have shown inconsistent results (Brown, 1981;Gaski, 1984;Hunt, Ray and Wood, 1985;Ruekert and Churchill, 1984), many of which Schul (1987) believes can be explained by methodological weaknesses. The intra-channel perspective presupposes a channel leader role in the franchisee-franchisor relationship (Brown and Day, 1981), a role filled by the franchisor.…”

Section: Conflict In a Franchise Organizationmentioning

confidence: 97%

An Empirical Evaluation of Conflict in the Franchise System

Spinelli

Birley

1998

British J of Management

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This paper articulates the theoretical rationale for conflict in franchising, operationalizes conflict through the measurement of franchisee satisfaction and labels empirically supported stratified satisfaction levels. Two propositions are advanced in relation to the drivers of conflict in franchise systems. The first proposition is underpinned by relational exchange theory, which postulates that franchisee–franchisor goal congruence is important to the fulfilment of the alliance efficiencies which motivate inter‐organizational forms. Cooperation, communication, coordination and commitment, as perceived by the franchisees, are used in the context of a survey instrument to operationalize goal congruence. The second proposition involves franchisor‐provided services. Transaction‐cost analysis suggests that long‐term contractual relationships must be flexibly interpreted and governed if the relationship is to be maintained over a series of transactions. We propose that the transactional intersection of the franchise system is in franchisor‐provided services. The perceived importance and subsequent adequacy of delivery of these services established a tolerance zone within which transactions support and/or enhance the relationship between the franchisor and the franchisee. The empirical objectives of the study are accomplished utilizing a questionnaire sent to nine franchise systems, to which 621 franchisees responded. Three clear clusters of franchisee conflict emerged in near equal proportions. The propositions are supported and illustrated empirically and in CHAID tree diagram form.

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Behavioral dimensions of channels of distribution: Review and synthesis

Cited by 63 publications

References 48 publications

Interpersonal Factors as Drivers of Quality and Performance in Western–Hong Kong Interorganizational Business Relationships

Interpersonal Factors as Drivers of Quality and Performance in Western–Hong Kong Interorganizational Business Relationships

U.S.–Mexican alliance negotiations: Impact of culture on authority, trust, and performance

An Empirical Evaluation of Conflict in the Franchise System

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