Performance implications of distributor effectiveness, trust, and culture in import channels of distribution

Nevins, Jennifer L.; Money, R. Bruce

doi:10.1016/j.indmarman.2007.06.012

Cited by 64 publications

(52 citation statements)

References 69 publications

(104 reference statements)

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“…Recent empirical evidence supports the contention that leadership styles are influenced by national culture (Byrne & Bradley, 2007), which, in turn, affects marketing channel relationships (Lohtia et al 2008;Mehta, Larsen, Rosenbloom, & Ganitsky, 2006;Nevins & Money, 2008;Skarmeas et al, 2008). Accordingly, the conceptual framework, presented in Figure 1, indicates that national culture moderates the relationships among participative, supportive, and directive leadership styles in channel conflict situations.…”

Section: Conceptual Framework and Research Hypothesesmentioning

confidence: 61%

“…Over the years, research findings in domestic markets have consistently revealed that culture can significantly affect distribution channel structure, strategy, and relationships (e.g., Byrne & Bradley, 2007;Hall, Knapp, & Winsten, 1972;Kaikati, 1993;Lohtia, Bello, & Porter, 2008;Nevins & Money, 2008;Rose & Shoham, 2004;Shimaguchi & Rosenberg, 1979;Skarmeas, Katsikeas, Spyropoulou, & Salehi-Sangari. 2008).…”

Section: Introductionmentioning

confidence: 99%

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Managing Channel Partner Relationships: A Cross-National Study

Mehta

Anderson

Dubinsky

et al. 2011

Journal of Global Marketing

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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.

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Section: Conceptual Framework and Research Hypothesesmentioning

confidence: 61%

Section: Introductionmentioning

confidence: 99%

Managing Channel Partner Relationships: A Cross-National Study

Mehta

Anderson

Dubinsky

et al. 2011

Journal of Global Marketing

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“…However, empirical evidence is inconclusive about these opposing views. Several studies reveal that formal and informal arrangements function as complements for positive relationship outcomes (Poppo & Zenger, 2002;Stump & Heide, 1996); some others cannot find significant support for this effect (Çavuşgil et al, 2004;Nevins & Money, 2008). In pursuit of an empirical explanation for this discussion, we suggest; Hypothesis 3.…”

Section: Inter-firm Governance and Relationship Qualitymentioning

confidence: 81%

Inter-Firm Governance and Relationship Quality: A Study on 3pl Firms

Sözüer¹,

Altuntaş²,

SEMERCIÖZ³

2015

JGSM

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“…This implies that the more firms trust each other in a partnership, the more committed they will be to the relationship (Ulaga & Eggert, 2006). In another study, Nevins and Money(2008) found that trust was positively related with performance where performance was measured with finacial, strategic and satisfaction instruments. Therefore, we propose that H3: In the relationship between the exporter firm and its foreign intermediaries, intermediary trust has a positive effect on export performance.…”

Section: Trustmentioning

confidence: 97%

“…In international transactions, trust plays an important role to question if the partner is a viable business partner (Nevins and Money, 2008). Trust between buyers and sellers brings satisfaction with the relationship while lack of trust will lead to dissatisfaction.…”

Section: Foreign Intermediary Relationship Qualitymentioning

confidence: 99%

The Role of Foreign Intermediary Relationship Quality on Export Performance: A Survey on Turkish Firms

Erdil

2014

Procedia - Social and Behavioral Sciences

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Foreign intermediary relationship has been one of the most important topics in the analysis of export performance. This study evaluates the effects of foreign intermediary relationship quality on export performance. Relying on literature related to the subject, effects of cooperation, trust and commitment on export performance have been analysed. Using survey data from 104 managers working in export organizations located in İstanbul, a conceptual model is tested in which cooperation, trust and commitment act as dimensions of intermediary relationship quality construct. By studying data obtained and using regression analysis, we found that commitment was postively related with export performance. This study contributes to understanding the role of intermediary relationship on export performance.

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Performance implications of distributor effectiveness, trust, and culture in import channels of distribution

Cited by 64 publications

References 69 publications

Managing Channel Partner Relationships: A Cross-National Study

Managing Channel Partner Relationships: A Cross-National Study

Inter-Firm Governance and Relationship Quality: A Study on 3pl Firms

The Role of Foreign Intermediary Relationship Quality on Export Performance: A Survey on Turkish Firms

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