همبستگی ارزش و عدم تقارن ارزش در برنامه های بازاریابی رابطه ای
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همبستگی ارزش و عدم تقارن ارزش در برنامه های بازاریابی رابطه ای

عنوان فارسی مقاله: همبستگی ارزش و عدم تقارن ارزش در برنامه های بازاریابی رابطه ای
عنوان انگلیسی مقاله: Value synergy and value asymmetry in relationship marketing programs
مجله/کنفرانس: مدیریت بازاریابی صنعتی – Industrial Marketing Management
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: بازاریابی
کلمات کلیدی فارسی: برنامه های بازاریابی رابطه ای، ارزش ارتباطی، منحنی، ارزش آفرینی، عدم تقارن ارزش
کلمات کلیدی انگلیسی: Relationship marketing programs, Relationship value, Curvilinear, Value creation, Value asymmetry
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.indmarman.2017.10.011
دانشگاه: Management and Economics – University of Sussex – United Kingdom
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 3.640 در سال 2017
شاخص H_index: 106 در سال 2019
شاخص SJR: 1.663 در سال 2017
شناسه ISSN: 0019-8501
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 12
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E9280
فهرست انگلیسی مطالب

Abstract


1. Introduction


2. Theoretical background


3. Hypothesis development


4. Method


5. Analysis


6. Discussion


7. Conclusions


Appendix A. Survey items


References

نمونه متن انگلیسی مقاله

Abstract


Prior research advocates a positive, linear association between relationship investments and relationship performance. Our study challenges this conventional wisdom and advances the extant literature by investigating the potential curvilinear effects of suppliers' different relationship marketing programs (i.e., social, financial, and structural) on dyadic perceptions of relationship value. From an analysis of 113 buyer-supplier dyads, we found that social programs enhance relationship value synergy, but their effect on relationship value asymmetry between suppliers and buyers follows a U-shaped curve. On the other hand, we observe a positive and increasing returns-to-scale effect of financial programs on relationship value synergy and its inverted U-shaped association with supplier's relationship value asymmetry. Interestingly, structural programs increase relationship value synergy and have a stronger effect on increasing relationship value for the supplier than for the buyer. In addition, we find that structural programs are more effective in creating value in long-term relationships than in short-term relationships; therefore, as the relationship with a buying firm ages, managers should consider investing more in structural programs to develop their relationship. However, in long-term relationships, managers should avoid investing too much in financial programs because financial programs are less effective in increasing creation of relationship value as a relationship ages.


Introduction


The business-to-business marketing literature has long recognized that relationship investments enhance relationship performance (Palmatier, Dant, Grewal, & Evans, 2006, Palmatier, Gopalakrishna, & Houston, 2006, Palmatier, Scheer, Houston, Evans, & Gopalakrishna, 2007). Practitioners, however, are less certain about whether they gain much value from their investments in building close inter-organizational relationships with customers, as they increasingly realize that “close relationships are not always synonymous with good relationships” (Anderson & Jap, 2005, p.75). The high failure rate (30%–50%) of close relationships, such as joint ventures or alliances, between firms and either their suppliers or customers has led managers to reconsider the linear view of their relationship building efforts (Anderson & Jap, 2005). Moreover, the rising opportunistic behavior in today's complex supply chains has created the risk that one party in a dyadic buyersupplier relationship can gain greater value at the expense of the other (Vandenbosch & Sapp, 2010). Such opportunism puts pressure on supplying firms to consider not only how much new value their investments can create for the relationships, but also how much value they can receive compared to their partners. Given the high costs of investing in business relationships, it is critical for managers to effectively tackle these two challenges; however, prior research reveals a gap to the extent that it has not completely explained this important phenomenon.

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