The Use of Pledges to Build and Sustain Commitment in Distribution Channels

Anderson, Erin; Weitz, Barton A.

doi:10.2307/3172490

Cited by 2,129 publications

(1,493 citation statements)

References 23 publications

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“…In particular, with specific investments, both parties would like to communicate to ensure the function of the dedicated assets and safeguard such specialized investments from costly termination. Moreover, when supplier asset specificity increases, both parties become vulnerable to holdup risk and would increase their commitment to the relationship and the level of information interactions [1,30]. Accordingly, the following hypotheses are developed.…”

Section: Hypothesis 1bmentioning

confidence: 99%

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Governance Mechanisms for Green Supply Chain Partnership

Yang

Lien

2018

Sustainability

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Abstract:The literature has recognized the value of green supply chain management in achieving the goals of environmental management. Yet developing and fostering sustainability partnerships among supply chain organizations remains challenging. Bounded rationality and opportunistic behaviors are likely to hinder joint sustainability collaboration and performance. The literature has called for a better understanding of the governance of green supply chain collaboration. This study applies transactional cost economics as a conceptual framework to investigate the relationships among transaction features, governance mechanisms, and environmental performance. Using the data collected from 969 plants in 17 countries, the statistical analysis compares and validates the effectiveness of three alternative governance mechanisms: contractual governance, problem-solving cooperation governance, and information-sharing governance. The statistical results reveal significant performance differences in how firms apply alternative governance mechanisms to mitigate opportunism, manage adaptation problems, and improve green supply chain collaboration and performance. Overall, this study makes research contributions by confirming the mediation effects of governance mechanisms on green supply chain practices. For green supply chains to be a viable practice, firms should apply governance mechanisms in proper alignment with the nature of the collaborative and environmental conditions.

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Section: Hypothesis 1bmentioning

confidence: 99%

“…Leading manufacturers (e.g., HP and Ford) began to integrate their sustainability program with their supply chain management [1,2]. Managers understand that manufacturing sustainability requires close collaboration among supply chain members.…”

Section: Introductionmentioning

confidence: 99%

Governance Mechanisms for Green Supply Chain Partnership

Yang

Lien

2018

Sustainability

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“…In marketing literature, commitment is associated to survival, performance (Anderson & Weitz, 1992;Geyskens, Steenkamp, Scheer, & Kumar, 1996;Morgan & Hunt, 1994) and successful long-term relationships (Walter, Mueller, & Helfert, 2000). Therefore, commitment is associated to the partners' intention to continue the relationship, and their willingness to accept short-term sacrifices in order to achieve long-term benefits (Morgan & Hunt, 1994) by means of relationship survival and stability (Anderson & Weitz, 1992;Dwyer et al, 1987).…”

Section: Literature Review and Proposed Hypotheses Franchising And Rementioning

confidence: 99%

Franchisor-Franchisee Relationship Quality: Time of Relationship and Performance

Varotto

Parente

2016

Rev. adm. empres.

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Franchise literature disputes how the relationship between franchisors and franchisees develops over time. Traditional lifecycle theory views relationships following an ascendant curve, in which relationship quality and performance strengthen over time. Another perspective better reflects the peculiarities of the franchisor-franchisee relationship, indicating that relationship quality in franchise systems follows a U-shaped curve. There is also limited research on the moderating effect of time on the relationship between relational variables and outcomes. This study sheds light on the influence of relationship duration on relationship quality and financial performance in the franchisee-franchisor relationship. Using a self-report survey from a sample of 342 franchisees, mean and regression analyses are conducted to test relationships. Results confirm the time effect on franchisor-franchisee relationship quality and performance, but the hypothesized shape of relationship phases is only partially confirmed. Moreover, time has a positive moderating effect on the impact of relationship quality on financial performance.

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“…Bryant & Colledge, 2002;Goldberg, 1976;Heide, 1994;Macaulay, 1963) than on explicit and formal contracts. That is, innovation partners demonstrate flexibility and solidarity while solving problems as they desire continuity in the relationship, so that increased cooperation, dependency, mutual trust, and commitment make it unnecessary to cover all contingencies in complex agreements (Anderson & Weitz, 1992;Jeffries & Reed, 2000). Low contractual complexity can therefore support the development of adhocracy cultures for innovation partnerships; it helps foster minimal formalization of procedures, a highly organic structure, and mutual long-term relationships (Achrol, 1997;Daft, 1995).…”

Section: Contractual Complexity and Partnership Culturementioning

confidence: 99%