Critical incidents and dissatisfaction in B2B relationships: an appraisal theory analysis

Abstract

Purpose There are numerous studies on satisfaction, but not enough on dissatisfaction when its consequences can be harmful. This study aims to examine different unsatisfactory situations during customer–supplier relationships in industrial markets combining the appraisal theory with the critical incident technique to identify potential problems and strategies to minimize their effect. Design/methodology/approach This research follows an exploratory qualitative approach based on 18 in-depth interviews with managers from business-to-business firms. The information obtained was object of a textual and conceptual analysis using the analytical software ATLAS TI 9.0. Findings The results show that negative cognitions have greater influence than negative emotions, and those dissatisfied customers may respond by expressing complaints, ending transactional relationships, reporting the other party legally, asking for explanations or continuing commercial relationships, even though they are dissatisfied. This will depend on the severity of the critical incident and the negative cognitions and emotions perceived. Proactivity and understanding of this situation will allow for understanding what specific actions to take to resolve conflicts and mitigate the negative effects among the parties. Originality/value This paper focuses on dissatisfaction, instead of satisfaction, in industrial markets through the appraisal theory. Furthermore, it applies the critical incident technique to understand the cognitions and emotions related with dissatisfaction in the commercial relationships. Finally, it provides ideas on what are the main source of dissatisfaction and how to manage them to anticipate and better manage those incidents.

Critical incidents and supplier satisfaction - investigating tipping points in a seller’s market

“…Economic antecedents in our study were conflicts about technical and safety issues, tender and price issues. Our findings align with studies that found the negative impact of relational conflicts on supplier satisfaction (Pascual-Nebrada et al , 2022; Vos et al , 2016).…”

“…As the data consisted of in-depth interviews, an open and axial coding was preferred (see e.g. Pascual-Nebrada et al , 2022). The processing of the interviews starts with transcribing and coding the interviews (Miles and Huberman, 1994).…”

“…increases dissatisfaction). As defined by Pascual-Nebrada et al (2022, p. 2), dissatisfaction refers to “the disconfirmation process between pre-purchase expectations and subsequent results.” A negative disconfirmation results in dissatisfaction (cf. Oliver, 1977).…”

“…One way of fostering satisfaction is to reduce expectations or improve performance (Pulles et al, 2016). Because, according to SET, when the costs of the relationship outweigh the benefits, dissatisfaction may manifest (Pascual-Nebrada et al, 2022). An early warning system could prove its worth, so that buyers are not faced with unpleasant surprises.…”

“…Episode theory provides a dynamic perspective on business relationships focussing on (patterns of) interaction (Schurr, 2007). Also, most previous studies lack information on supplier dissatisfaction (Pascual-Nebrada et al , 2021; Pascual-Nebrada et al , 2022) and how buyer–supplier interactions may turn from satisfaction into dissatisfaction and vice versa (Glavee-Geo, 2019).…”