Industrial relationships and the effects of different types of connections

Hadjikhani, Amjad; Thilenius, Peter

doi:10.1016/j.indmarman.2009.05.011

Cited by 27 publications

(20 citation statements)

References 70 publications

(129 reference statements)

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“…For example, Morgan and Hunt (1994) explore relationship channels between firms, and use trust and commitment to represent relationship quality. Subsequent studies follows suit (Hadjikhani & Thilenius, 2009;Keh & Xie, 2009).…”

Section: Relationship Quality As Trust and Commitmentmentioning

confidence: 99%

“…The measurement of trust consists of three items: measure the corporate customer's trust in the other party (or personnel from the other party) during the partnership, and the customer's belief that the other party provides excellent services or products, thereby reducing the customer's insecurity, and improving confidence in the services or products from the other party (Ganesan, 1994;Keh & Xie, 2009;Morgan & Hunt, 1994). Commitment measures the tendency between the parties to continue the partnership, and the willingness to maintain and establish the sustainability of the partnership (e.g., Hadjikhani & Thilenius, 2009;Morgan & Hunt, 1994;Mukherjee & Nath, 2007). This construct contains a total of three items.…”

Section: Variable Measurementmentioning

confidence: 99%

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Why does loyalty–cooperation behavior vary over buyer–seller relationship?

Chen

2015

Journal of Business Research

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Section: Relationship Quality As Trust and Commitmentmentioning

confidence: 99%

Section: Variable Measurementmentioning

confidence: 99%

Why does loyalty–cooperation behavior vary over buyer–seller relationship?

Chen

2015

Journal of Business Research

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“…The research question we aim to answer is: What are the responses and motives of target firms to participate in issue solving? Thus far, this has been a little researched area, and 3 yet, given the fundamental issues of today, there is a pressing need to understand the linkages between socio-political and business networks (Welch & Wilkinson, 2004;Hadjikhani & Thilenius, 2009). …”

Section: Introductionmentioning

confidence: 99%

Network mobilizers and target firms: The case of saving the Baltic Sea

Ritvala

Salmi

2011

Industrial Marketing Management

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This paper examines why and how firms participate in issue networks that aim at solving contemporary complex problems. We build mainly on network and stakeholder literatures to understand mobilization from a relational perspective. Drawing on a single embedded case study of four initiatives to save the Baltic Sea, we build a multilevel model for firm participation in issue networks. Besides discovering diverse motivational factors, the model sheds light on the interaction between individual, organization, and network levels factors explaining mobilization. We argue that there is high theoretical, managerial, and societal relevance for studying the dynamics of issue networks − a topic which could be better incorporated in the research agenda of business network scholars.

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“…], size of company, type of connection, cultural differences, learning and selling behaviour, etc.) (Claycomb & Frankwick, 2010;Hadjikhani & Thilenius, 2009;Kohtamäki et al, 2012;Park, Kim, Dubinsky, & Lee, 2010;Reimann et al, 2010;Ritter & Walter, 2012;Voldnes, Grønhaug, & Nilssen, 2012;Wang, Bradford, Xu, & Weitz, 2008). Because the crucial characteristic of a B2B relationship is the continuation of exchange processes by managing an existing relationship, which is orientated towards creating, sustaining and developing relationship value, it is interesting to recognise the influence of relationship value in its moderating role, too.…”

Section: Introductionmentioning

confidence: 99%

The effect of adaptation and trust on positional advantage of companies in B2B relationships: the moderating role of relationship value

Iršič

2017

Economic Research-Ekonomska Istraživanja

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Based on data from 85 large business-to-business Slovenian companies, this study analyses the direct impacts of adaptation, trust and relationship value on positional advantage. In addition, the study investigates the moderating role of relationship value on the links between adaptation, trust and positional advantage. In the preliminary phase, we have tested the research model with the interpretive structural modelling framework, while in the empirical detail study, we have used a non-parametric approach to structural equation modelling -partial least squares modelling. We have found that both relationship value and trust directly affect positional advantage, while adaptation does not. However, relationship value positively moderates the link between adaptation and positional advantage. Our research contributes to the existing literature and managerial practice by demonstrating the possible impacts of the relationship orientation of B2B companies on positional advantage.

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Industrial relationships and the effects of different types of connections

Cited by 27 publications

References 70 publications

Why does loyalty–cooperation behavior vary over buyer–seller relationship?

Why does loyalty–cooperation behavior vary over buyer–seller relationship?

Network mobilizers and target firms: The case of saving the Baltic Sea

The effect of adaptation and trust on positional advantage of companies in B2B relationships: the moderating role of relationship value

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