An empirical examination of the dark side of relationship marketing within a business-to-business context

Baker, Brent L.

doi:10.4337/9780857938602.00033

Cited by 4 publications

(4 citation statements)

References 194 publications

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“…Baker [19] explores how seemingly positive relationships based on common values, trust, and commitment can have negative effects for the companies involved. Apparently, companies that are satisfied with their business partners cannot be affected by the dark side of the relationship between them, but if they focus only on certain issues, such as financial rewards, business relationships can deteriorate over time.…”

Section: Problem Statementmentioning

confidence: 99%

Cohesion Forces Determinants in Cluster Development: A Study Case for Romania

et al. 2022

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This paper investigates to what extent bilateral relationships between business partners can positively impact multiple business alliances, such as clusters based on community of practice (CoP). Given empirical facts developed in the clustering process of Romanian companies, this paper investigates the way clusters may contribute to the alleviation of the dark side phenomenon and what ingredients, such as trust building, cluster management dedication, social interaction, pre-existing bilateral business relations, and others, may contribute to this role. Based on questionnaires and interviews, we found the significant importance of these ingredients as cohesion determinants in cluster development. The most influent factors of CF were an immediate and short-term business interest (0.62), pre-existing personal relationships (without business interest) with one or more members of the cluster (0.57), pre-existing business relationships with one or more members of the cluster (0.58), and participation in joint funding (0.48). We collected the information using the questionnaire administered online as a measuring instrument whose role was to collect and systematize data. The collected data were processed, and we obtained tables of frequency and correlation, graphs associated with them, and a regression model designed in SmartPLS software (SmartPLS GmbH, Oststeinbek, Germany). The variables that form the main constructs were introduced in SmartPls Software, where we designed a model and evaluated the Composite Reliability, Cronbach’s alpha, AVE, R-square, and Bootstrapping of the model.

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Section: Problem Statementmentioning

confidence: 99%

Cohesion Forces Determinants in Cluster Development: A Study Case for Romania

et al. 2022

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“…In other words, these drawbacks and challenges are mechanisms of the dark side (such as inertia, boredom, lack of fresh thinking, and complacency), leading to detrimental outcomes such as lower performance, lower levels of innovation etc. Following Baker's (2009) concern that "very little attention has been given to the theoretical justifications for the onset of the dark side" (p. 25), a number of theories have been employed to explain dark side effects in inter-organizational relationships, such as transaction cost economics (Noordhoff et al, 2011) and social exchange theory (Ganesan et al, 2010). Employed theories provide perspectives to understand the inter-organizational mechanisms of dark side effects.…”

Section: Introductionmentioning

confidence: 99%

Theorising the dark side of interorganizational relationships: an extension

Pillai

Sharma

Cornelissen

et al. 2023

JBIM

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Purpose This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of boundary spanners’ social psychological processes that may trigger the dark side effects. Design/methodology/approach Multple mechanisms are developed through three social psychological theories, namely, social identity theory, system justification theory and social learning theory. Findings Boundary spanners’ social psychological processes can trigger the dark side of interorganizational relationships via mechanisms such as excessive cooperation, reification, system justification and path dependence in learning. Practical implications This paper concludes with a discussion that offers a new perspective on research on dark side effects and the managerial implications of the present analysis. Originality/value This paper contributes to the current literature by extending the interpersonal social psychological processes that could explain the dark side of interorganizational relationships. This paper is a step forward to answer the calls for multilevel considerations of the dark side effects and inspire future research on the role of social psychological processes in dark side effects.

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“…In sum, there is still little coherence regarding the theoretical development of viable suppressor strategies. Perhaps this is because the dark side has not been clearly conceptualized, and was broadly understood as a phenomenon of "diminishing returns" (Baker 2009). There is also confusion about the efficacy of the proposed strategies because all papers lack empirical verification to build up systematic knowledge.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…First, we offer more insights about what constitutes these subtle forces that can cause relationship slack or even destruction(Anderson and Jap 2005;Pressey and Tzokas 2004). To this end, we point to the new phenomenon of buyer complacency, which has received little attention so far in the context of the dark side literature(Baker 2009;Scheer 2012). Traditional considerations about "demanding customers"(Boyd and Helms 2005;Thibaut and Kelley 1959) are complemented with theoretical derivations from ergonomics to introduce and define the construct in a relationship marketing context(Moray and Inagaki 2000;Parasuraman, Molloy, and Singh 1993).…”

mentioning

confidence: 97%

Combating the dark side: managing performance reinvigoration of long-term relationships

Jüliger

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An empirical examination of the dark side of relationship marketing within a business-to-business context

Cited by 4 publications

References 194 publications

Cohesion Forces Determinants in Cluster Development: A Study Case for Romania

Cohesion Forces Determinants in Cluster Development: A Study Case for Romania

Theorising the dark side of interorganizational relationships: an extension

Combating the dark side: managing performance reinvigoration of long-term relationships

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