Examining the impact of destructive acts in marketing channel relationships

In virtually all marketing channel relationships, one of the parties eventually will engage in an action that another channel member considers potentially destructive for the relationship. How a particular channel member reacts to such an act has implications for the long-term viability and success...

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Main Authors: HIBBARD, Jonathan D., KUMAR, Nirmalya, STERN, Lisa W.
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2001
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Online Access:https://ink.library.smu.edu.sg/lkcsb_research/5189
https://ink.library.smu.edu.sg/context/lkcsb_research/article/6188/viewcontent/ExaminingDestructiveActsMarketingChannel_2001_pv.pdf
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spelling sg-smu-ink.lkcsb_research-61882017-08-23T08:33:47Z Examining the impact of destructive acts in marketing channel relationships HIBBARD, Jonathan D. KUMAR, Nirmalya STERN, Lisa W. In virtually all marketing channel relationships, one of the parties eventually will engage in an action that another channel member considers potentially destructive for the relationship. How a particular channel member reacts to such an act has implications for the long-term viability and success of the relationship. On the basis of a large data set collected from both a focal supplier and its independent dealers, the authors classify dealers' responses to a supplier's destructive acts by extending the response 'typology of exit, voice, and loyalty, which is based on Hirschman's seminal writings on responses to decline in organizations and states. This study finds that dealers' reactions are influenced by several antecedent factors: perceived intensity of the supplier's destructive act, the attributions relative to the act, relationship quality before the act, and the level of interdependence between dealer and supplier. The results suggest that these more proximal dealer responses affect subsequent dealer performance and overall perceptions of relationship quality after an act. The authors draw several implications for both dealers and suppliers. 2001-02-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/5189 info:doi/10.1509/jmkr.38.1.45.18831 https://ink.library.smu.edu.sg/context/lkcsb_research/article/6188/viewcontent/ExaminingDestructiveActsMarketingChannel_2001_pv.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University buyer-supplier relationships performance outcomes behavior interdependence trust voice exit determinants satisfaction perspective Marketing Organizational Behavior and Theory
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic buyer-supplier relationships
performance outcomes
behavior
interdependence
trust
voice
exit
determinants
satisfaction
perspective
Marketing
Organizational Behavior and Theory
spellingShingle buyer-supplier relationships
performance outcomes
behavior
interdependence
trust
voice
exit
determinants
satisfaction
perspective
Marketing
Organizational Behavior and Theory
HIBBARD, Jonathan D.
KUMAR, Nirmalya
STERN, Lisa W.
Examining the impact of destructive acts in marketing channel relationships
description In virtually all marketing channel relationships, one of the parties eventually will engage in an action that another channel member considers potentially destructive for the relationship. How a particular channel member reacts to such an act has implications for the long-term viability and success of the relationship. On the basis of a large data set collected from both a focal supplier and its independent dealers, the authors classify dealers' responses to a supplier's destructive acts by extending the response 'typology of exit, voice, and loyalty, which is based on Hirschman's seminal writings on responses to decline in organizations and states. This study finds that dealers' reactions are influenced by several antecedent factors: perceived intensity of the supplier's destructive act, the attributions relative to the act, relationship quality before the act, and the level of interdependence between dealer and supplier. The results suggest that these more proximal dealer responses affect subsequent dealer performance and overall perceptions of relationship quality after an act. The authors draw several implications for both dealers and suppliers.
format text
author HIBBARD, Jonathan D.
KUMAR, Nirmalya
STERN, Lisa W.
author_facet HIBBARD, Jonathan D.
KUMAR, Nirmalya
STERN, Lisa W.
author_sort HIBBARD, Jonathan D.
title Examining the impact of destructive acts in marketing channel relationships
title_short Examining the impact of destructive acts in marketing channel relationships
title_full Examining the impact of destructive acts in marketing channel relationships
title_fullStr Examining the impact of destructive acts in marketing channel relationships
title_full_unstemmed Examining the impact of destructive acts in marketing channel relationships
title_sort examining the impact of destructive acts in marketing channel relationships
publisher Institutional Knowledge at Singapore Management University
publishDate 2001
url https://ink.library.smu.edu.sg/lkcsb_research/5189
https://ink.library.smu.edu.sg/context/lkcsb_research/article/6188/viewcontent/ExaminingDestructiveActsMarketingChannel_2001_pv.pdf
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