Relationships of channel power, noncoercive influence strategies, climate, and solidarity: A real case study of the Taiwanese PDA industry

Relationship stability, trust and relational risk in marketing channels: Evidence from China

“…It seems generally agreed that improvement of channel solidarity appears beneficial for broadening long-term, value-laden channel relationships (Hu & Sheu, 2005). Our research empirically supports their perspectives to some extent and clearly indicates that dyadic solidarity between buyer and supplier can promote the buyer's goodwill trust and competence trust in the supplier.…”

Green Supply Chain Collaboration for Fashionable Consumer Electronics Products under Third-Party Power Intervention—A Resource Dependence Perspective

“…Despite the fact that power asymmetry may contribute to a variety of effects on channel climate and performance [34,37,[74][75][76], the resulting channel relationships are not necessarily adverse to channel dyads. Instead, a growing number of relationship marketing scholars favor the idea that organizational interdependence is rooted in harmonic, symbiotic, and collaborative relationships for sustainable business operations [35][36][37][38][39].…”

“…Instead, a growing number of relationship marketing scholars favor the idea that organizational interdependence is rooted in harmonic, symbiotic, and collaborative relationships for sustainable business operations [35][36][37][38][39]. Specifically, a long-term and stable inter-organizational collaborative relationship can reduce transaction cost [77], improve risks sharing under task environmental uncertainties [78,79], and increase competitive advantage and economic performance [80][81][82][83][84].…”

“…Although resource dependence theory assumes that organizations struggle to acquire control over resources that either minimize their dependence on other organizations or maximize the dependence of other organizations on themselves, the corresponding measures are unnecessarily coercive [33,34]. Instead, a growing number of researchers advocate that channel dependence should be built upon harmonic, symbiotic, and collaborative relationships [35][36][37][38][39]. Based on resource dependence theory literature [15,30], we argue that resource dependence theory provides a foundation to rationalize channel power restructuring phenomena, characterized particularly by resource interdependence and power asymmetry, to achieve the collective goals of a green distribution channel under TPPI.…”

Establishing and restructuring marketing channels: An exploratory study of a Taiwanese company in Russia

“…Depending on how aggressive their nature is, these sources of power are usually dichotomized into coercive (aggressive) and non-coercive (non-aggressive) power (Lusch 1977;Lusch/Brown 1982). Many scholars further used the dichotomy to examine the relationships between power sources and their corresponding effects on channel satisfaction and performance (Kim 2000;Fadiyali et al 2000;Hu/Sheu 2005), and on channel conflict (Keh/Chan 2001;Leonodou et al 2008). These studies in general contend that coercive power sources are inversely associated with satisfaction and performance and increase conflict; while non-coercive powers sources are positively related to satisfaction and performance and decrease conflict.…”