Emerging relationships: How are they born?

Mandják, Tibor; Szalkai, Zsuzsanna; Neumann-Bódi, Edit; Magyar, Mária; Simon, Judit

doi:10.1016/j.indmarman.2015.05.031

Cited by 29 publications

(58 citation statements)

References 28 publications

(95 reference statements)

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“…In Figure 2, on the x-axis, we show the different stages in the evolution of a business relationship. The early, developing and long-term stages are based on Ford's (1980) relationship evolution model, while the emerging phase is based on the work of Mandják et al (2015). We see the emerging phase as being placed between the pre-relationship (not shown) and early stages of the business evolution model.…”

Section: Discussionmentioning

confidence: 96%

“…Furthermore, from a network (Burgess and Steenkamp, 2006). Answering the call for research from Burgess and Steenkamp (2006) and Kearney (2012) about emerging countries, we investigate the emerging economy of Tunisia and its automotive spare-parts market, to study how trust evolves during the relationship development process (Ford, 1980;Mandják et al,2015).…”

Section: Theoretical Background: Trust and Trust Buildingmentioning

confidence: 99%

“…The evolution process distinguishes between different but not necessarily sequential stages where interactions, communication and negotiations between the partners are always happening over time (Ford, 1980). Mandják et al (2015) emphasize the decisive role of a mutual trust building process during the emergence of a new business relationship.…”

Section: Theoretical Background: Trust and Trust Buildingmentioning

confidence: 99%

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The development of trust over time in an emerging market context: the case of the Tunisian automotive sector

Mandják¹,

Belaïd

Naudé

2019

JBIM

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Purpose The purpose of this paper is to empirically investigate how context influences the quality of business relationships. This theoretical question is studied from the point of view of trust, one of the important components of business relationship quality. The authors study how trust is related to the dynamics and management of the business relationship in the context of an emerging market. Design/methodology/approach This paper is based on qualitative interviews with 15 spare-parts resellers in the Tunisian automotive industry. The authors take a monadic view, interviewing resellers about their relationships with their wholesalers-importers. The decision to undertake the research in Tunisia is based on three factors. First, Tunisia is an emerging country and there is very little published research based in the Maghreb countries. Second, the Tunisian automotive parts market structure is relatively simple and, hence, easily understood, with most spare-parts being imported because of the low level of local production. Third, the actors in the study are all Tunisian companies, so research allows us to explore relationships between local companies in an emerging country. Findings The authors find that different kinds of trust play different roles over the dynamics of the relationship. Perceived trust is more important at the emergent stage of a relationship, and as the two parties learn from each other, experienced trust becomes more important in the established relationships. The initial perceived trust creates the possibility of building trust, and when mutual trust exists between the parties, it motivates them to maintain the relationship, but there is always the threat of the degradation of the quality of the relationship because of the violation or destruction of the trust. Research limitations/implications This paper shows that more care should be taken when using trust as the variable under scrutiny. Different aspects of trust manifest themselves at various stages of the relationship building cycle. Practical implications The results emphasize that when initiating a business relationship, managers first need to create perceived trust. Thereafter, once trust is built up, it is the trust that may “manage” or act to control the on-going relationship as long as the partners’ behavior or network changes do not violate the trust. Originality/value The results of this paper show that there is a mutual but not necessarily symmetrical or balanced influence of trust on the behavior of the partners involved. The influence of the different parties is dependent on the power architecture, the history of the relationship and the network position of the actors.

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Section: Discussionmentioning

confidence: 96%

Section: Theoretical Background: Trust and Trust Buildingmentioning

confidence: 99%

Section: Theoretical Background: Trust and Trust Buildingmentioning

confidence: 99%

See 1 more Smart Citation

The development of trust over time in an emerging market context: the case of the Tunisian automotive sector

Mandják¹,

Belaïd

Naudé

2019

JBIM

Self Cite

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“…Within the context of customer loyalty in B2B service markets, it has already been indicated that emotional motivations are stronger than rational motivations, but how this should exactly be interpreted is still vague ( Cater and Cater, 2009). Finally, there has been a lot of research on factors that explain the continuation of B2B relationships, but only limited attention to the emergence of new relationships (Mandják et al, 2015). As the value of social cues as an information source and as an alleviating factor is probably highest in the exploration phase of potential business relationships, the theme of this paper is of specific relevance to the emergence of B2B relationships literature stream.…”

Section: Managerial and Scientific Implicationsmentioning

confidence: 99%

The behavioural response of the professional buyer on social cues from the vendor and how to measure it

Zeeland¹,

Henseler²

2018

JBIM

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Purpose Vendors’ social cues – physical or behavioural hints – have an impact on the professional buyer. However, little is known about that impact. The purpose of this paper is to place knowledge about the impact of social cues that other disciplines acquired in the context of business-to-business (B2B) marketing to contribute constructively to the research agenda. Design/methodology/approach By integrating findings on the processing of social cues and the behavioural response from the disciplines of neuroscience, biology and psychology (specifically the behavioural inhibition system [BIS]/behavioural activation system [BAS]-theory), this paper aims to provide an interdisciplinary perspective on the automatic evaluation of vendors by professional buyers. Findings Social cues are likely to be of substantial value in the (first) encounter between buyer and seller. Positively evaluated social cues create an approach-motivated behavioural intention, whereas negatively evaluated ones create avoidance. This process is probably predominantly mediated by trust and moderated by personality and contextual factors. Research limitations/implications This paper stimulates research about the impact of social cues in a B2B context. While such knowledge would add practical value, this paper also explores possibilities for managers to use neuroscientific techniques to assess and train sales agents. Originality/value The impact of social cues is hardly covered in the B2B marketing literature, but they have an important impact on B2B decision-making. The conceptual framework combines the BIS/BAS theory (approach/avoidance) with the SOR-model (stimulus-organism-response), which is unique to the B2B marketing field.

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“…Lacoste and Johnsen [71] discuss the dynamics and balance of power in relationships between supplier and customer and describe their actions to improve countervailing power. Mandják et al [72] focus on the question of "how a business relationship emerge?" and discuss the first stage: "birth of a new relationship."…”

Section: Network Formationmentioning

confidence: 99%

Assessing Partnership Alternatives in an IT Network Employing Analytical Methods

Salamat

Aliahmadi

Pishvaee

et al. 2016

Scientific Programming

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One of the main critical success factors for the companies is their ability to build and maintain an effective collaborative network. This is more critical in the IT industry where the development of sustainable competitive advantage requires an integration of various resources, platforms, and capabilities provided by various actors. Employing such a collaborative network will dramatically change the operations management and promote flexibility and agility. Despite its importance, there is a lack of an analytical tool on collaborative network building process. In this paper, we propose an optimization model employing AHP and multiobjective programming for collaborative network building process based on two interorganizational relationships' theories, namely, (i) transaction cost theory and (ii) resource-based view, which are representative of short-term and long-term considerations. The five different methods were employed to solve the formulation and their performances were compared. The model is implemented in an IT company who was in process of developing a large-scale enterprise resource planning (ERP) system. The results show that the collaborative network formed through this selection process was more efficient in terms of cost, time, and development speed. The framework offers novel theoretical underpinning and analytical solutions and can be used as an effective tool in selecting network alternatives.

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Emerging relationships: How are they born?

Cited by 29 publications

References 28 publications

The development of trust over time in an emerging market context: the case of the Tunisian automotive sector

The development of trust over time in an emerging market context: the case of the Tunisian automotive sector

The behavioural response of the professional buyer on social cues from the vendor and how to measure it

Assessing Partnership Alternatives in an IT Network Employing Analytical Methods

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