Diverging expectations in buyer–seller relationships: Institutional contexts and relationship norms

Configuring quality management and marketing implementation and the performance implications for industrial marketers

“…For industrial marketing management, congruent beliefs and expectations are imperative to motivate the exchange parties towards developing a committed buyer-supplier relationship in the supply chain (Andersen, Christensen, & Damgaard, 2009;Lai, 2009). Divergent relationship expectations pertaining to quality requirements, role specification, coordination, and planning efforts may lead to increased costs, as well as decreasing trust and willingness to cooperate in the future.…”

Trusting as a ‘Leap of Faith’: Trust-building practices in client–consultant relationships

“…While process expectations are based on socially shared views and practices of consulting, clients also have unique beliefs and expectations towards the outcomes of consulting projects (Andersen et al, 2009). Our study shows that consultants demonstrated commitment to meeting clients' needs, for instance, by making the client look good in internal presentations.…”

Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

“…Individual organisations may target only some of the pool and therefore be in competition with a limited number of other organisations in the industry, or target the entire population of potential customers. More recent research has found that buyer-seller relationships are formed within the boundaries of industry norms and business contexts, showing that business customer relationships are directly influenced by cultural norms and the expectations that are consistent across an industry and the institutional networks that affect an industry (Andersen, Christensen, & Damgaard, 2009). The idea that organisations in an industry tend towards a norm is implied rather than explicit in the CRM literature, as shown by the call for organisations to differentiate themselves and to stand out from the competition in ways that are difficult to replicate (Anderson & Narus, 1998;Buttle, 2004;Day & Van den Bulte, 2002;Payne & Frow, 2005;Reicheld, 1993).…”