Bargaining in distribution channels

Relationships of channel power, noncoercive influence strategies, climate, and solidarity: A real case study of the Taiwanese PDA industry

“…In contrast, influence strategies can be regarded as the communication means of channel power to catalyze the aforementioned power-induced interaction process in distribution channels, and these strategies deserve as much conceptual and empirical attention as channel power has received in the marketing literature (Dwyer & Walker, 1981;Frazier & Summers, 1984, 1986Frazier et al, 1989;Frazier & Rody, 1991;Roering, 1977;Spiro & Perrenult, 1979;Wilkinson & Kipnis, 1978). As pointed out in Mohr and Nevin (1990), communication difficulties are a critical cause of channel problems, and likewise, many problems of distribution channels can be solved by employing appropriate communication strategies.…”

“…Correspondingly, channel power can be viewed as a strategy-influencing source that is oriented from one channel member to another. As a result, this concept has induced diverse measures to identify the source of intermember influences (Etgar, 1978;Frazier, Gill, & Kale, 1989;Frazier & Summers, 1986;Frazier & Rody, 1991;Hunt & Nevin, 1974) and investigations of the corresponding effects on channel member relationships (Anderson & Narus, 1990;Boyle & Dwyer, 1995;Brown, Lusch, & Nicholson, 1995;Dwyer & Walker, 1981;Frazier et al, 1989;Ganesan, 1993;Kadiyali, Chintagunta, & Vilcassim, 2000;Kim, 2000;Roering, 1977). For instance, in Frazier et al (1989), several measures, including (1) sales and profit approaches, (2) role performance models, (3) offsetting investments approaches, and (4) transaction cost analysis, are illustrated to investigate the dependence levels of channel member relationships.…”

The impact of expectation of future negotiation interaction on bargaining processes and outcomes

“…Therefore, examining business negotiations by extrapolating findings from one-time bargaining research is unlikely to capture the true nature of business negotiation processes and outcomes. What business negotiation research needs are studies that focus on anticipated continued interactions between bargaining parties (Heide and Miner, 1992;Roering, 1977).…”

The use of influence strategies in interdependent relationship: The moderating role of shared norms and values

“…Some earlier studies have observed that the greater the firm depends on the partner, the greater the probability that the partner will adopt coercive influence strategies (Roering, 1977;Dwyer & Walker, 1981). However, others have produced contrary results-that the greater the dependence is, the greater the probability that the partner will adopt noncoercive influence strategies (Frazier & Summers, 1986;Frazier & Rody,1991).…”

“…Some studies have found that the greater the firm depends on the partner, the greater the probability that the partner will use coercive influence strategies (Dwyer & Walker, 1981;Frazier, Gill, & Kale, 1989;Roering, 1977). Others have produced contrary results (Anderson & Narus, 1984;Boyle & Dwyer, 1995;Frazier & Summers, 1986), and some have even found no relationship between the dependence and the employment of coercive strategies (Ganesan, 1993;Geyskens, Steenkamp, & Kumar, 1999).…”