Twists and turns of triadic business relationship recovery

Salo, Anniina; Tähtinen, Jaana; Ulkuniemi, Pauliina

doi:10.1016/j.indmarman.2009.05.009

Cited by 37 publications

(67 citation statements)

References 38 publications

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“…The literature on relationship recovery, however, has explored the "actions the actors undertake to change a problematic relationship into a beneficial one" (Salo et al, 2009, p. 621), offering a somewhat different perspective on adaptation. According to Salo et al, (2009), relationship recovery is a strategy applied when the ending of a relationship is not possible or would cause severe damage, e.g., when the dissolution process and development of new relationships would be too costly.…”

Section: Literature Reviewmentioning

confidence: 99%

“…investing in the relationship by aligning with customers' needs and wants, and developing joint plans or improving communications (Salo et al, 2009). …”

Section: Literature Reviewmentioning

confidence: 99%

“…Depending on the situation, the type of ending can be described as chosen, forced, natural, desired, or predetermined (Halinen and Tähtinen, 2002 Hallén et al, 1991, Kindström et al, 2012. On the other hand, Salo et al (2009) and Ahmad and Buttle (2001) provide descriptions of various steps and actions taken by providers. Meanwhile, the explanation of the practical actions taken by practitioners in the face of relationship gaps seems limited.…”

Section: Literature Reviewmentioning

confidence: 99%

“…This focus is timely given the growing interest in service-oriented business logics in industrial companies (e.g., Gebauer et al, 2011). Previous research on relationship gaps has generally focused on specific strategies for managing relationship gaps, such as adapting to the requirements of the customer (e.g., Mukherji and Francis, 2008), recovering the relationship (e.g., Salo et al, 2009), or ending the relationship (e.g., Holmlund and Hobbs, 2009). However, in practice, the resolution of a gap situation depends on a variety of factors that must be considered and made sense of by the managers involved.…”

Section: Introductionmentioning

confidence: 99%

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Managing relationship gaps: A practitioner perspective

Nordin

Ravald

2016

Journal of Business Research

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Prior research has failed to explain how practitioners manage relationship gaps, i.e., situations where the interests of the parties in the relationship no longer match. By adopting a practice-based research approach to explain empirical findings drawn from industrial (B2B) service contexts, this study contributes an explanatory framework of how practitioners handle relationship gaps in practice and what factors guide and shape their behaviors. This analysis is based on work life stories from practitioners at six different industrial companies and shows that relationship gaps are managed through four alternative gap management practices, each characterized by a specific set of activities. The practitioner's perception of the validity and feasibility of the available options guide the scope of action within which different sets of activities are enacted.

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Section: Literature Reviewmentioning

confidence: 99%

“…investing in the relationship by aligning with customers' needs and wants, and developing joint plans or improving communications (Salo et al, 2009). …”

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Managing relationship gaps: A practitioner perspective

Nordin

Ravald

2016

Journal of Business Research

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“…Business triads as value constellations already have been studied from relationship marketing, interaction, and network perspectives (Havila et al 2004;Holma 2010;Nätti et al 2014;Ritter 2000;Salo et al 2009). This body of research emphasizes the in-depth study of triads as an important step toward a deeper understanding of broader systems of actors.…”

Section: Network Ties In Business Triadsmentioning

confidence: 99%

Triadic Value Propositions: When It Takes More Than Two to Tango

2016

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Value propositions are reciprocal resource-integration promises and value alignment mechanisms, operating to and from actors seeking an equitable exchange. In a business triad, any change in the relationship between two actors also affects relationships with the third actor, influencing resource integration and value creation at the value constellation level. This study of the development of a triadic value proposition analyzes how the discontinuous effects of a new service initiative alter the relationships among actors in a manufacturerdealer-user triad. A qualitative empirical inquiry examines a ten-year process, in which a leading industry incumbent enters the service business by crafting a triadic value proposition.As the value proposition evolves over time, the network ties-and thus the interdependence among manufacturer, dealer, and user-strengthen. The findings offer firms a better understanding of how to involve and collaborate with key actors to initiate discontinuous changes at the firm and network levels. These insights are particularly timely in light of the difficulties that product firms face when intermediaries are decisive for the success of their service-led growth initiatives.Keywords: value proposition; network ties; relationship development; service systems; case study application Application abstractDeveloping a value proposition is a critical strategic issue for marketing managers. Even as competitive advantage increasingly appears in networked business models though, the concept of the value proposition has yet to be extended to multilateral settings. For example, studies of service-led growth in industrial contexts often focus on the manufacturer and customer but omit service partners as critical actors. The authors therefore suggest a triadic value proposition and analyze how such value propositions might evolve over time in an industrial context, a setting in which service partners' performance often is a foundation for manufacturer success. Substantial adjustments to the arrangement between two parties likely influence what can be proposed to the third, which makes collaboration with all parties necessary to initiate any discontinuous change at the network level. To make this concept more actionable, the authors also illustrate how managers might approach the task of crafting triadic value propositions. The insight for management is straightforward: By adopting a triadic perspective while developing the value proposition, companies can increase the viability of their service system and provide a more compelling market offering.3

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Specifics of Collaboration in the Service Economy: Orientation to Multisided Platform-Based Networking

Vidickienė

2023

Rural Transformation Through Servitization

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Twists and turns of triadic business relationship recovery

Cited by 37 publications

References 38 publications

Managing relationship gaps: A practitioner perspective

Managing relationship gaps: A practitioner perspective

Triadic Value Propositions: When It Takes More Than Two to Tango

Specifics of Collaboration in the Service Economy: Orientation to Multisided Platform-Based Networking

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