Alexandra J. Campbell

Creating customer knowledge competence: managing customer relationship management programs strategically

While increasingly demanding customers have prompted many firms to implement customer relationship management (CRM) programs, little is known about the internal processes that assist organization-wide learning about individual customer relationships. This research proposes a conceptual framework about the internal processes involved in creating customer knowledge competence, which allow firms to strategically manage their CRM programs. The framework is discussed based on five case studies of Canadian financial services firms that have implemented customer relationship programs. D 2011-Elsevier Science Inc. All rights reserved.

Do Customer Partnerships Improve New Product Success Rates

Abstract This empirical study investigates the impact of customer partnering in new product development by comparing the performance of new products undertaken in partnerships versus those developed in-house. The results demonstrate that overall, partnership projects were no more successful than in-house projects. This surprising result was true regardless of the performance metric used. Not all new product development is improved by close cooperation with customers.

Effect of Environmental Dynamism on Relational Governance in Manufacturer-Supplier Relationships: A Contingency Framework and an Empirical Test

The effect of dynamism in the downstream (i.e., customer and competitive) environment on the manner in which manufacturers manage their upstream (i.e., supplier) relationships is not well understood in the literature. While some prior studies suggest that manufacturers will adopt relational governance with suppliers in response to dynamism in the downstream environment, other studies suggest that manufacturers will avoid relational governance with suppliers when faced with environmental dynamism. Drawing from the literature on interparty learning, the authors develop a conceptual framework wherein the validating conditions for each conclusion are identified. Results from a survey of 221 manufacturing organizations show that in dynamic environments, manufacturers adopt (avoid) relational governance with suppliers under two conditions: (1) when manufacturer collaborative belief is high (low) and (2) when supplier knowledge is high (low). The results are discussed in terms of their managerial and future research implications.

The globalization of service multinationals

Abstract Most frameworks used to aid managerial decision- making in multinationals are largely based upon data collected in the manufacturing sector. This article examines how far these frameworks apply to the service sector. Based upon the analysis of nine case studies of multinational service firms, we conclude that ‘transnationalism’ may require different strategic capabilities in the service sector from those in manufacturing.

Relationship marketing in consumer markets: A comparison of managerial and consumer attitudes about information privacy

Abstract Businesses using direct marketing as the basis upon which to engage in relationship building must proceed in a manner that acknowledges and minimizes consumer concerns about privacy. This study reports the results of an exploratory investigation of consumer and direct marketers’ attitudes in one Canadian city towards information privacy issues. The results suggest that while both managers and consumers are concerned about the intended uses for consumer information, they tend to focus on different aspects of information privacy. The findings from this study provide some guidance to help managers identify information practices that have the potential to raise a red flag in the eyes of the public and also help them understand what steps they can take to address public concerns about information privacy.

Buyer‐supplier partnerships: flip sides of the same coin?

Increasingly managers speak in terms of partnerships when they refer to their buyer‐supplier relationships. While both suppliers and customers can achieve better performance in close co‐ordinated relationships, not all relationships result in mutual benefit. Explores what buyers and sellers expect and contribute to their partnerships. Examines three categories of bahavior in relationships generally associated with norms conducive to co‐operation (joint problem‐solving, communication and relationship‐specific investment) for both suppliers and buyers. The results suggest that buyers and suppliers do not always agree about the behavior which occurs in “partnerships.” One reason for this is that each side may bring different expectations to the relationship. For both the buyer and the supplier samples, there was a wide diversity of opinion about what a “partnership” entails. Support was found for the reliability of four different partnership definitions: self‐centred; personal loyalty; mutual investment; and political control.

What Affects Expectations of Mutuality in Business Relationships

Expectations of mutuality playa key role in understanding firm behavior in longer-term business relationships. This article proposes a framework and develops hypotheses about the factors which strengthen or weaken mutuality norms. Determining such factors will help managers understand why expectations of mutuality vary in business relationships so they can structure their business relationships to drive behavior appropriate to their situation.

Cooperation in international value chains: comparing an exporter’s supplier versus customer relationships

To cope with the rising pressure for global competitiveness, exporters are increasingly cooperating with their suppliers and customers. This research empirically examines the factors which encourage exporters to cooperate with their major trading partners in international value chains. The results suggest that while there are some differences between customer and supplier relationships, trust, relative dependence and the exporter’s competitive strategy are key variables which encourage exporters to form cooperative trading linkages. The results also suggest that an exporter’s trading relationships are interconnected: an exporter’s cooperation with customers may depend upon its cooperation with suppliers.

Do internal departmental relationships influence buyers’ expectations about external supply partnerships?

A cornerstone of relationship marketing is a shared understanding by suppliers and buyers about the nature of the relationship itself. This research empirically examines one aspect of this issue: whether internal work relationships between departments affect the expectations about cooperation that purchasing managers bring to their external supply relationships. The results suggest that buyers do attribute internal firm attitudes or norms to their external supply relationships. In firms characterized by cooperative inter‐departmental interaction, buyers have a more cooperative orientation towards their supply relationships than do buyers in firms characterized by competitive inter‐departmental interaction.