Dealer Dependence Levels and Reciprocal Actions in a Channel of Distribution in a Developing Country

Frazier, Gary L.; Gill, James D.; Kalé, Sudhir H.

doi:10.2307/1251524

Cited by 374 publications

(334 citation statements)

References 23 publications

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“…Previous studies are generally in agreement with the negative reactions to authoritarian behaviors, such that the use of power by less dependent party on more dependent party is positively related to non-functional conflicts and dissatisfaction (Frazier, Gill, and Kale 1989;Anderson and Narus 1990). However, the literature lacks empirical evidence showing the direct link between perceived threats on autonomy and reactance, opportunistic behaviors.…”

Section: Monitoringsupporting

confidence: 64%

Bad Apples, Bad Barrels, and the Structure of Marketing Channel Relationships: Analyses of the Propensity for Opportunism and Opportunistic Behaviors

Ishida¹

2014

Marketing, Technology and Customer Commitment in the New Economy

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The theoretical frameworks of transaction cost economics and agency theory are widely used to design appropriate governance structure for constraining opportunism within marketing channels. These approaches generally assume that marketing channel managers are opportunistic, and only economic constraints deter opportunism in exchange relationships. However, some empirical studies have shown that managers do not always behave opportunistically even if conditions permit such behavior. In addition, some researchers have proposed a "cycle of self-fulfilling prophecy" and have argued that the uncritical assumption of opportunism and excessive use of control mechanisms such as monitoring only exacerbates the problem. Thus, it is important to identify conditions in which opportunism likely occurs.The present research argues that marketing channel managers exhibit differing propensities for opportunism (PFO), and it spans three levels of analysis to identify contributing factors. The individual-level analysis treats marketing channel managers as a heterogeneous population and investigates the impact of individual traits on their behaviors in business relationships. At the dyadic level, I modify standard microeconomics models to incorporate norms of fairness. Finally, the extra-dyadic level of analysis goes beyond the traditional dyadic focus to include network-wide social influence on a relationship. Using the data collected from 162 unit franchieees. the hypotheses were tested using structural path analyses.The findings of this dissertation provide guidance on the extent to which costly and potentially damaging control mechanisms are really necessary in a given marketing channel relationship. Overall, the research contributes to the existing literature by reexamining a fundamental behavioral assumption about marketing channel managers and providing an alternative framework that can meaningfully inform us as to when and why opportunism occurs.

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Section: Monitoringsupporting

confidence: 64%

Bad Apples, Bad Barrels, and the Structure of Marketing Channel Relationships: Analyses of the Propensity for Opportunism and Opportunistic Behaviors

Ishida¹

2014

Marketing, Technology and Customer Commitment in the New Economy

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show abstract

“…4 Frequency: of communication has consistently been operationalized as a formative scale in which respondents assess frequency of contact over variety of communication modes. "More" of the construct is defined as higher frequency across possible modes of communication (Frazier, Gill and Kale, 1989). For our scale, we used eight modes of communication (see Appendix); the dealers indicated how frequently they provided information to the focal manufacturer for each of these eight modes.…”

Section: Methodsmentioning

confidence: 99%

Communication flows in distribution channels: Impact on assessments of communication quality and satisfaction

Mohr

Sohi²

1995

Journal of Retailing

324

258

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“…Frazier & Summer [7] Kale [8] & Frazier et. al [9] all these authors have worked on interfaces of influence & power concept in relation to distribution channel. The most important part of these researches is identification of 'influence' as an application of power perception.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Not only channel principal vary the operation of various power bases to control the channel subordinate but also channel subordinates also perceive application of power upon them in a varied way. In fact, they perceive various power facets not as a mutually exclusive rather by a combination of multiple power facets [8], [9]. The source of channel principal's power is grown from their various positive resource factors.…”

Section: Introductory Notementioning

confidence: 99%

A Study on Effect of Industry Type & Perception of Power in Distribution Channel Using Randomized Block Design

Mandal¹,

Roy²

2012

IJTEF

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Dealer Dependence Levels and Reciprocal Actions in a Channel of Distribution in a Developing Country

Cited by 374 publications

References 23 publications

Bad Apples, Bad Barrels, and the Structure of Marketing Channel Relationships: Analyses of the Propensity for Opportunism and Opportunistic Behaviors

Bad Apples, Bad Barrels, and the Structure of Marketing Channel Relationships: Analyses of the Propensity for Opportunism and Opportunistic Behaviors

Communication flows in distribution channels: Impact on assessments of communication quality and satisfaction

A Study on Effect of Industry Type & Perception of Power in Distribution Channel Using Randomized Block Design

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