Development of business-to-business relationships in turbulent environments

Zafari, Katayoun; Biggemann, Sergio; Garry, Tony

doi:10.1016/j.indmarman.2023.03.002

Cited by 12 publications

(16 citation statements)

References 71 publications

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“…The case further illustrates that a new relationship that develops from a resource combination in a turbulent business network, like any relationship (Håkansson and Snehota, 1995), is not established by one actor alone (Aaboen et al , 2017; La Rocca et al , 2019). It takes at least two actors that find it hard to disregard past investments (Gadde and Mattsson, 1987) and thus during turbulence (Zafari et al , 2023) decide to keep resources as a potential platform for future interaction (Håkansson and Ford, 2002).…”

Section: Discussionmentioning

confidence: 99%

“…In this paper, network turbulence is interpreted as business network settings that are less tightly structured due to shifts and changes of actors in the network and a situation in which there is an actor focus on finding new business partners (Salmi, 2000). Despite limited knowledge of how relationships are initiated in turbulent business networks (Zafari et al , 2023), we know more about such networks’ general characteristics (Salmi, 2000; Hurmelinna, 2018). Past research has shown that a turbulent business network (Salmi, 2000) is characterised by radical changes, rather than incremental ditto (Halinen et al , 1999).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Past research has shown that besides long-term business relationships (Johanson and Mattsson, 1987) where actors have adapted their resources to each other (Hallén et al , 1991), there can be many relationships that are dormant or resting (Zafari et al , 2023) in turbulent networks settings. Even though relationships have been triggered to end and have become dormant, companies may maintain not only social bonds (Gidhagen and Havila, 2016; Havila and Wilkinson, 2002; Pressey and Mathews, 2003) but also mutual adaptations and investments (Hurmelinna, 2018).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Even though relationships have been triggered to end and have become dormant, companies may maintain not only social bonds (Gidhagen and Havila, 2016; Havila and Wilkinson, 2002; Pressey and Mathews, 2003) but also mutual adaptations and investments (Hurmelinna, 2018). From the literature, it seems that the main reason behind keeping social and customised physical resources from ended relationships is the possibility for future business relationship reactivation (Poblete, 2017; Polonsky et al , 2010; Zafari et al , 2023).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…This observation makes it possible to question if models developed to study business relationship initiation in business networks are adequate in turbulent business networks settings (cf. Zafari et al , 2023).…”

Section: Introductionmentioning

confidence: 99%

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On the starting situation for business relationship initiation in turbulent business networks

Wadell,

Bengtson

2023

JBIM

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Purpose The purpose of this study is to develop a model of a starting situation for relationship initiation in turbulent business networks. Design/methodology/approach The study is designed as an extreme single case study that takes its point of departure in a company’s bankruptcy in the Swedish automotive industry. Findings This study illustrates how a new business relationship can start from a resource combination previously controlled by one actor (i.e. a single company) in a turbulent business network, thereby bringing nuances to the common understanding that new relationships start in stable business networks where resource combinations are developed between actors in established business relationships. Originality/value Previous studies have stated that the development of a mutual orientation between actors leads to the formation of a business relationship. The business relationship then leads to resource adaptations between the two companies. The developed model, however, illustrates that this pattern can be reversed in situations of turbulence. Hence, previously adapted resources might lead to the formations of a business relationship. Based on this observation, the authors argue that there are reasons to question if previous models of business relationship initiation and development in business networks are adequately equipped for analysis in turbulent business networks.

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