Relational and transactional factors as hybrid criteria for buyer project selection (BPS): An exploratory study from industrial suppliers' perspective

B2B service brand identity: Scale development and validation

“…Consistent with Kotler and Keller (2006), several scholars highlight how relationships perform a crucial role for B2B brands due to the interpersonal nature of the market and complex selling process (Bengtsson & Servais, 2005;Campbell et al, 2010;Gadde & Hakansson, 2008;Glynn, 2010;Lee et al, 2010;Lindgreen et al, 2010). van Riel, de Mortanges, and Streukens (2005) outline how in markets where products are complex or high in value, as is frequently the case in B2B markets, buyers expect value-adding relationships to enrich their buying experience.…”

“…Relationships comprise a facet of Kapferer's (2004) Brand Identity Prism whilst de Chernatony (2006) notes how the relationships staff have with each other, customers and other stakeholders underpin brand identity. The importance of relationships are reiterated within the B2B brand literature (Bengtsson & Servais, 2005;Gadde & Hakansson, 2008;Glynn, 2010;Lee et al, 2010) where scholars such as Campbell et al (2010) refer to relationships as the "cornerstone of industrial marketing" (p. 712).…”

“…Such characteristics include multifaceted supply chain relationships (Bengtsson & Servais, 2005;Campbell, Papania, Parent, & Cyr, 2010;Gadde & Hakansson, 2008;Glynn, 2010;Lee, Lin, Lee, & Lee, 2010;Lindgreen, Beverland, & Farrelly, 2010), a complex selling process to a decision making unit (Bendixen et al, 2004;de Chernatony et al, 2010;Lynch & de Chernatony, 2004), highly customized solutions (Baumgarth, 2010), a smaller number of more powerful clients (Beverland, Napoli, & Lindgreen, 2007), high value transactions (Campbell et al, 2010) and the predominance of personal selling (Beverland, Napoli, & Lindgreen, 2007;Deeter-Schmelz & Kennedy, 2004;Lynch & de Chernatony, 2007) which places a greater emphasis on managing the human resource which implement the brand strategy (Baumgarth, 2010;Baumgarth & Schmidt, 2010).…”

O papel do capital relacional (CR) na gestão verde da cadeia de suprimentos (GVCS)

“…Os aspectos vistos prioritariamente como subjetivos -reciprocidade, confiança, solidariedade, cooperação -recebem como agregadores a ideia de governança, sendo inclusive possível cogitar no índice de capital relacional como a razão entre o número de relações existentes e o número máximo de relações possíveis entre agentes de organizações em interação (NARDONE et al, 2010). A visão mais recente de CR em cadeias produtivas constata a coexistência dos paradigmas transacional -relações predominantemente adversas entre fornecedores e clientes -e relacional -relações mutuamente benéficas entre as partes (LEE et al, 2010). Pablos-Herdero et al (2012, p. 133), neste contexto, definem capital relacional como "a habilidade das pessoas de trabalhar em grupo conforme regras e valores compartilhados", articulando habilidades e conhecimentos adquiridos em processos de comunicação para gerar vantagens competitivas.…”

Strategic vendor selection criteria discussed in relation to demand and supply perspectives

“…Most VS models in existing publications for VS criteria formulation adopt the perspectives of the buying company, while ignoring supplier views and cognition, which place the supplier in the position of the follower of the supply chain. The research of Lee et al [27] proposed that the future studies of VS could be from a true-world dyadic perspective, focusing on the opinions and attitudes of buying and supplier firms, for making the efficacy of SCM.…”