An Examination of the Coercive Power-Satisfaction Relationship Within a Relational Exchange

Kiyak, Tunga; Roath, Anthony S.; Schatzel, Kim

doi:10.1300/j049v08n03_02

Cited by 13 publications

(8 citation statements)

References 36 publications

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“…Finally, Kiyak et al (2001) argue that the current emphasis on partnering and close relationships appears to downplay the central role of power. Kiyak et al found that firms do indeed use coercive power as a means of influencing others.…”

Section: Powermentioning

confidence: 99%

Activity Coordination and Resource Combining in Distribution Networks - Implications for Relationship Involvement and the Relationship Atmosphere

Gadde¹

2004

Journal of Marketing Management

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Technical developments in production, transportation, and information systems have resulted in new distribution channel arrangements. The new conditions have affected the atmosphere in distribution channels encouraging more cooperative relationships. The main reason for this change is that activity interdependencies in the evolving networks have increasingly come to cross corporate boundaries and this makes enhanced coordination among firms necessary. Consequently, the resources of the parties have become more integrated and, furthermore, individual firms are increasingly reliant on resources controlled by others. The objective of the paper is to analyze and compare contemporary distribution networks with 'traditional' channels in terms of activity coordination, resource combining, and producerdistributor relationships. On the basis of this discussion the paper concludes with a discussion of managerial implications for relationship involvement and the relationship atmosphere. The main finding is that power and conflict are just as important in today's distribution networks as they have been in traditional channels, but they are exploited in different ways than previously.

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Section: Powermentioning

confidence: 99%

Activity Coordination and Resource Combining in Distribution Networks - Implications for Relationship Involvement and the Relationship Atmosphere

Gadde¹

2004

Journal of Marketing Management

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“…45 This seems to confirm the conclusions drawn by several researchers on the use of coercive power by powerful distribution companies as a means of achieving advantages. 17,59,[149][150][151][152] Therefore, it seems that coercive power negatively affects the relationship with distribution partners. Nevertheless, the probit model failed to prove the existence of a determinant relationship between the use of coercive power and the development of cooperative relationships.…”

Section: Resultsmentioning

confidence: 99%

“…In fact, the use of coercive power seems to be a regular practice in marketing channels. 59 The most powerful actors can use their power coercively, in order to achieve their objectives. Therefore, we hypothesize that the use of coercive power exerts a negative impact on cooperation.…”

Section: Powermentioning

confidence: 99%

Buyer-seller conflict and cooperation in marketing channels: port wine distribution

Carvalho¹,

Sequeira²

2013

IJWR

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Abstract:The main purpose of this study is to research buyer-seller conflict and cooperation in distribution channels. Based on a multidimensional case study, eight research hypotheses were formulated. Some quantitative research was conducted, based on a questionnaire sent to 101 port wine producers and distribution companies (61 answered properly -31 producers and 29 distributors -which gave the authors a 60% rate of response, considered to be very good for these types of studies; those 101 port wine producers and distributors initially chosen were the most important in Europe, considering the volume of production and sales, and constituting, for that reason, a convenience sample). A binary probit model was developed to analyze the data. The results of the study demonstrate that when conflict is ongoing and intense it prevents the development of cooperative relationships. A trustworthy company is more likely to solve conflicts. When trust and adaptation capabilities increase, so does potential cooperation. The results also show that the presence of a foreign sales representative in the team does not exert a negative influence on cooperation. Finally, cooperation can be considered as an important means of developing skills and resources, which can then be applied to existing transaction relationships.

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“…Relationship quality has a positive effect on adaptive behavior (Nyaga, Lynch, Marshall, and Ambrose, 2013) and vice-versa (Woo and Ennew, 2004). Although relationship quality can influence adaptation, it is recommended that managers do not trap themselves in the historical relationship but think beyond it as situational factors could eventually motivate customers to use threats (Kiyak, Roath, and Schatzel, 2001). Thereby relationship quality might have a more moderate influence.…”

Section: Cognitive Criteria That Influence (Coerced) Adaptationmentioning

confidence: 99%

“…Participants, however, caution against the quality of the relationship "mirage" as B2B relationships can transform very quickly, due, for example, to change in personnel or ownership. Indeed, Kiyak et al (2001) observed that a firm could use threats even if it desires to maintain close relationships with its partners.…”

Section: Dut Cognitive Criteriamentioning

confidence: 99%

An Exploration of Decision-Making under Threat

Bourguignon

Boeck

Clarke

2020

Journal of Business-to-Business Marketing

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The use of threats to force supplier compliance is a common practice in current business affairs. Unfortunately, little is known regarding the supplier's decision process to comply to or resist such a coercive strategy. The paper aims to develop a more comprehensive view of the decision process used by suppliers when threatened by their customers, as well as discover new phenomena regarding supplier Decision-Making Under Threat (DUT). More specifically, it aims at (1) gaining a better understanding of threats by looking at their patterns and commonalities and (2) identifying which consideration factors are relevant when suppliers evaluate threats. Method: To identify which consideration factors are relevant to suppliers when deciding how to react to threats, the study employed an exploratory approach by interviewing 17 marketing practitioners with experiences in DUT. The in-depth interviews lasted between thirty-five and sixty-five minutes and were transcribed. Descriptive coding and template analysis generated thirty-nine descriptors and nine categories that are deemed important when considering DUT. The authors also evaluated the intensity of each of the consideration factors present in the decision process. Findings: The results reveal that it is possible to categorize threats into three components: Objectives, Penalties and Manifestations. Objectives are what the customer is trying to achieve by using the threat, namely demanding price reductions, appropriating intellectual property, procuring financial statements, receiving a bribe, increasing technical requirements, accessing a cost breakdown, modifying delivery terms, and modifying payment terms. The penalty is what the supplier can expect to happen when refusing to comply, such as losing the customer's sales. Finally, manifestations describe how the threat is presented by the customer. Study results show that these manifestations may be categorized according to their level of ambiguity, predictability, and candor. The results also reveal that at least five cognitive decision criteria are typically considered during the decision process although at different intensity levels from each participant. These criteria include: Dependence, Cost-Benefit Analysis, Relationship Quality, Relational Norm Violations, and Mimetic Isomorphism. Several interesting discoveries were made. For example, Dependence is both the consideration factor for which most people emphasized its influence on their decision and for which most people said that it had no influence at all. Relational norm violations is unique by being the only criterion for which no participant mentioned that it does not influence their decision. The overwhelming majority of study participants considered more than three criteria during the DUT process. Finally, participants said that they experienced negative emotions such as anger and frustration when exposed to threats albeit most did not recognize that it played a role in their decision. These emotions are however believed to be a factor in reducing the su...

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An Examination of the Coercive Power-Satisfaction Relationship Within a Relational Exchange

Cited by 13 publications

References 36 publications

Activity Coordination and Resource Combining in Distribution Networks - Implications for Relationship Involvement and the Relationship Atmosphere

Activity Coordination and Resource Combining in Distribution Networks - Implications for Relationship Involvement and the Relationship Atmosphere

Buyer-seller conflict and cooperation in marketing channels: port wine distribution

An Exploration of Decision-Making under Threat

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