Jule B. Gassenheimer

The Role of Economic Value, Social Value, and Perceptions of Fairness in Interorganizational Relationship Retention Decisions

Although previous research provides a foundation for developing, maintaining, and exiting relationships, the extant literature has yet to consider the influence that patterns of economic and social forces have in guiding the future of deteriorating relationships. To understand better and respond to relationships in decline and to salvage relationships that are destined to fail needlessly, the authors use the political economic paradigm to identify symptoms of deteriorating relationships and provide a framework for combining relational forces that best guides relationship retention decisions. They propose a model based on the theoretical foundations of transactional cost analysis (TCA), social exchange, and distributive justice. Using relative dependence, interdependence, and mutual dependence to define the economic and social worth of the relationship, they incorporate dyadic patterns of behavior to illustrate similar and different interpretations and evaluations of fairness and the impact on relational out-comes. The article culminates with managerial implications and directions for future research.

The Relevance of Ethical Salesperson Behavior on Relationship Quality: The Pharmaceutical Industry

There has obviously been a recent increased concern over unethical business practices. Certainly, in this era of customer-orientation and emphasis on long-term business relationships, unethical salesperson behavior would be a detriment. We extend the model of relationship quality as developed by Crosby, Evans and Cowles (1990) to include ethical salesperson behavior. In regression analyses, ethical behavior and expertise of pharmaceutical salespersons impact both trust of the salesperson and satisfaction with the exchange as reported by physicians. Implications and suggestions for the pharmaceutical industry are offered.

The impact of dependence on dealer satisfaction: A comparison of reseller-supplier relationships

Abstract This study extends previous buyer-seller relationship research by examining the level of mutual dependence and power-dependence imbalances across buyer (reseller) supply sources. Using critical support services and the intensity of coercive influence attempts, results suggest that the level of mutual dependence and power-dependence imbalances make a difference in reseller satisfaction, but that the impact hinges upon whether the supplier is the primary, secondary, or tertiary supplier in terms of annual purchases by the reseller. The Executive Summary offers direction for managers.

Long‐term Channel Member Relationships

The ability to nurture marketing channel relations is essential to long‐term corporate survival. This study empirically investigates how and why relationships between manufacturers and dealers in the office systems/furniture industry develop and how and why these relationships are maintained. The results demonstrate the benefits of considering the actions and reactions of channel partners when developing tactical and strategic marketing plans. These findings emphasise the importance of mutual dependency, behaviour and financial performance in creating effective working environments.

Exploring the “Lone Wolf” Phenomenon in Student Teams

The proliferation of projects using student teams has motivated researchers to examine factors that affect both team process and outcomes. This research introduces an individual difference variable found in the business environment that has not been examined in a classroom context. The lone wolf appears to play a role in how teams function and perform. Described by practitioners and academics, the lone wolf is identified by a preference to work alone, a dislike of group process and the ideas of others, and a proclivity to see others as less capable and effective. This study finds the lone wolf phenomenon among marketing students working in teams through self-ratings and the assessments of team members. Furthermore, the inclusion of lone wolves on teams is found to have a negative impact on student team performance. Implications of these findings and ideas for managing the team process when lone wolves are present are considered.

Models of channel maintenance: What is the weaker party to do?

Abstract A new perspective of channel relationships is developed from existing paradigms to better understand impaired channel member perceptions and behavior. A framework is developed and used to empirically assess the combined impact of economic dependence and role performance on a weaker dyad members behavior and attitude toward maintaining relationships with its preferred suppliers. This framework is presented as a two-group EQS model in order to examine and explain the differential effects between the weaker partys primary and secondary suppliers. The overall model is verified at the measurement level and hypothesized relationships are confirmed at the structural level. Suggestions for extending and validating the framework are provided.

Supplier involvement and dealer satisfaction: Implications for enhancing channel relationships

Suppliers use a variety of strategies to gain a preferred position within their dealers′ supply network. Dealers allocate purchases among several suppliers in order to maximize benefits from their suppliers′ competitive maneuvers and to avoid being dominated. Uses an extension of transaction cost analysis and contract law to provide empirical insight into supplier‐dealer relationships within dealers′ supply networks. Also suggests simple but powerful mechanisms for suppliers to enhance relationship strength.

B2B sales force productivity: applications of revenue management strategies to sales management

Abstract Firms should be able to apply the time-based philosophy of revenue management to their sales forces. To do so requires a revision in the way most sales divisions traditionally have viewed salesperson time. Hence, a different type of proposed measure, revenue per available salesperson hour, is proposed to better integrate the value of the salespersons time as a factor in sales potential and revenue calculation. This article seeks to (1) foster a positive perception of revenue management as a viable sales approach, (2) establish a framework for such a strategy, and (3) set a useful road map for facilitating execution.

Relational Roles and Triangle Dramas: Effects on Power Play and Sentiments in Industrial Channels

This study compares behavioral characteristics — power, influence, and satisfaction — in channels with different levels of commitment to long-term, collaborative exchange within the supply network to dealers in the office furniture industry. Supporting exchange theory and Emersonian power theory, power, influence, and satisfaction are positively associated with cooperation between traders. Furthermore, the data support expectations for how interaction processes in one dealer-supplier exchange are affected by the character of the dealers linkages to another supplier in the network.

Is dependent what we want to be? effects of incongruency

Abstract A paradigm shift within marketing has focused attention on the relational end of the exchange continuum where dependence justifies relationship behavior and drives outcomes. Previous research, however, ignores the possibility that attitudes toward dependence might also be responsible for relational and economic outcomes. We propose that the impact of adverse attitudes might be partially responsible for previous empirical results, contradicting the notion that parties respond favorably toward relationships and experience positive outcomes. Building on dependency theory, transactional cost analysis (TCA), and congruency theory, this study examines the influence attitudes toward dependence have on the ability of a channel member to work effectively under conditions where dependence exists. Results indicate that when dependence exists adverse attitudes toward dependence moderate the relationships between dependence and dealer satisfaction, and dependence and revenue generated from the relationship, but not necessarily in a negative fashion or under all dependent conditions.