Managing Channel Partner Relationships: A Cross-National Study

Abstract

With cross-border channel partnerships increasingly being forged in global markets, manifest conflict between international partners has become a serious problem leading to potentially deleterious effects on overall channel performance. Using data drawn from a cross-national study of distribution practices in three countries, we investigate whether national culture moderates the relationship between leadership style and channel partner conflict, which, in turn, may impact overall channel performance. Based on the empirical results, a standardized "one size fits all" leadership strategy for conflict management in international channels is unlikely to be successful. Cross-cultural channel management implications are discussed, study limitations are described, avenues for future research are identified, and recommendations are offered for managing cross-national channel partner relationships.

B2B and internal relationships and curative international marketing: A polish case study

“…In the Polish case, due to lower levels of trust, and a loss of reputation very highly valued by Polish managers is confirmed by Rutkowski's (in Mitręga, 2007b). In addition, as a result of Michalski et al's (2013) research, supported by Mehta, Anderson, Dubinsky, Mazur, and Polsa (2011), trust was negatively related to performance in two researched country settings, Poland andSpain. Williamson (2008, in Mehta et al, 2011), associates these distortions with mismanagement rather than power imbalance and regard them to be generalizable, universal and valid across sectors.…”

“…Practical implications of distortions relate to SCM competence gaps regarding the harmonization of partners' strategic objectives, integration, transparent decision making and information policy or an emphasis on balanced SCM performance outcomes. These authors relating to LaLonde and Raddatz (2002, in Mehta et al, 2011) and Vaaland & Heide (2007, in Mehta et al, 2011 regard trust and care for mutual interest between partners to be important values and collaboration, integration, innovation, cost management as well as the capacity for innovation as critical success factors for improving SCM performance.…”

“…Addressing increasingly evident international channel relationship conflicts, Mehta et al (2011) quantitatively researched factors influencing channel partner performance in the automobile market of the US, Finland and Poland. The authors call to differentiate international channel management strategies by culture.…”

The glocalisation of channels of distribution: a case study

“…With the advent of globalisation, scholars acknowledge that being a key element of marketing mix, an increased focus is required on the international aspect of channels of distribution (Mehta et al, 2011;Wills et al, 1991). However, contrary to the call, studies focusing on the global aspect of channels of distribution have been few and far between.…”

“…Scholars in favour of globalisation/standardisation cite various benefits of the globalisation of international channel decisions, such as reduced costs (see Griffith et al, 2005), Glocalisation of channels improved behavioural outcomes, and superior performance (Shoham et al, 2008;Zou and Cavusgil, 2002). On the other hand, scholars in support of localisation/adaptation point towards the difficulties in standardisation of channel decisions (see, for examples, Dimitrova and Rosenbloom, 2010;Griffith et al, 2005;Mehta et al, 2011). Among others, Dimitrova and Rosenbloom (2010) argue that distinct distribution behaviour along the lines of culture, resistance to changes to established distribution systems, and cultural differences in distribution functions performed by channel partners act as formidable barriers to standardisation of channels of distribution.…”