The Determinants of Commitment in the Distributor–Manufacturer Relationship

Goodman, Lester E.; Dion, Paul A.

doi:10.1016/s0019-8501(99)00092-9

Cited by 178 publications

(139 citation statements)

References 25 publications

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“…It is supported by the positive influence of economic performance on commitment (Bharadwaj and Matsuno 2006;geyskens and Steenkamp 2000;goodman and Dion 2001;Joshi and Stump 1999;Lusch and Brown 1996;Rutherford et al 2006;Skarmeas et al 2002;Vázquez et al 2005).…”

Section: Discussionmentioning

confidence: 91%

“…Many authors contrast the positive influence of satisfaction (Bharadwaj and Matsuno 2006;Chang 2005;ganesan 1994; geyskens and Steenkamp 2000; Hartmann and Apaolaza Ibáñez 2007; Rutherford et al 2006;Vázquez et al 2005) and economic performance (Bharadwaj and Matsuno 2006;geyskens and Steenkamp 2000;goodman and Dion 2001;Joshi and Stump 1999;Lusch and Brown 1996;Rutherford et al 2006;Skarmeas et al 2002;Vázquez et al 2005) on commitment. Hypotheses 13 and 14 are shown next.…”

Section: Influence On Business Resultsmentioning

confidence: 99%

“…On the other hand, frequency has also been associated with future commitment to continue the relationship (Bonner and Calantone 2005;goodman and Dion 2001;Hoetker et al 2007;Lusch and Brown 1996;Sharfman and Dean Jr 1997), and the importance of frequency has been highlighted in the relationships between agents and the generation of such trust (Levin et al 2006;Wang et al 2006).…”

Section: Characteristics Of the Relationshipmentioning

confidence: 99%

See 2 more Smart Citations

Exploring quality generating factors in customer-supplier relationships

López

Diz-Comesaña

Mondragón

2017

Gospodarka Surowcami Mineralnymi

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The analysis of interorganizational relationships continues to attract academic research because of the influence that management of supply chain relationships has in business competitiveness. However, there are almost no studies about this decision in the mineral products industry. The purpose of this study is to investigate customer-supplier relationships in the non-metallic mineral products mining and manufacturing industry in order to determine what relational forms enable achieving better business competitiveness and higher quality relationships. To carry out this research, we propose a cohesive model comprising variables to characterize the transactions, the forms of governance and both economic and relational results. The paper is based on a transactional framework; thus, the adoption of one or another form of governance is addressed through the length of the relationship, the transmission of information and the dependencies between the agents. As for the outcome, the quality of the relationship is highlighted because of its importance in business competitiveness. The relational quality is understood as the stability of the relationship or the importance given by the buyer to maintaining the relationship or relational commitment.The hypotheses generated are contrasted by a structural equation model in a sample of 293 Spanish companies. The results confirm the importance of past relationships and integrated forms to get better results. In this sense, managers should encourage trust and dependencies because they positively affect performance. Trust and dependencies determine the choice of a vertical form of governance, and these factors, along with information, intervene in the quality of business relationships. Thus, it is possible to say that forms of governance do have effects on the interrelations between the characteristics of the transactions and the business performance.

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Section: Discussionmentioning

confidence: 91%

Section: Influence On Business Resultsmentioning

confidence: 99%

Section: Characteristics Of the Relationshipmentioning

confidence: 99%

See 1 more Smart Citation

Exploring quality generating factors in customer-supplier relationships

López

Diz-Comesaña

Mondragón

2017

Gospodarka Surowcami Mineralnymi

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“…Rapid global changes in the environments of industrial markets make distributor commitment more important and in some ways difficult to achieve (Goodman & Dion, 2001). Ma and Deng (2002) also advocate that the distribution part plays a crucial role in the management of a supply chain, so particularly separated it form general supply chain and defined it as distribution chain.…”

Section: Literature Reviewmentioning

confidence: 99%

Distributor service quality in Indian SMEs: A bi-directional customer perspective

Gandhi¹,

Sachdeva²,

Gupta³

2018

10.5267/j.uscm

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This study investigates the role played by service quality at manufacturer-distributor junction in small-medium manufacturing units, and presents a model that proposes and validates that contribution towards service quality on behalf of both the distributor and manufacturer leading to satisfaction as well as loyalty. The research design for this study includes a combination of literature review, exploratory interviews and a questionnaire survey conducted through interview schedule from 101 respondents working in different small-medium manufacturing units (SMEs) of North India. The study uses Structural Equation Modeling (SEM) to develop dual directional scales to measure service quality at manufacturer-distributor junction besides testing a set of propositions related to service quality. A model showing linkages of manufacturing organization's service quality with distributor service quality leading to mutual satisfaction and loyalty is developed. The model is empirically tested and is found to be fit. This study would be of interest to SME practitioners interested in improving service quality w.r.t. distributors. This study finds support for strengthening relationships with distributors to achieve a win-win situation. Future researchers may validate this scale, and empirically test the proposed model in similar settings. Insights derived from this study may be transferred to other junctions of a manufacturing supply chain such as suppliers, retailers, employees and end customers.

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“…Tangible assets include facilities and equipment purchased by franchisees to meet the franchisers' requirements. Intangible assets can be the accumulated professional knowledge and work relationships of the franchise operations after the long-term investment of time and effort (Goodman and Dion, 2001). Experience-based intangible assets are necessary for accomplishing product transactions.…”

Section: Idiosyncratic Investmentmentioning

confidence: 99%

Enhancing Relationship Quality: The Case of Franchises

Ting

2014

jmr

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What circumstances enhance franchise relationship quality is not well understood. We help to fill this research gap by developing and testing a model of the sources of relationship quality using constructs from the transactions cost literature, including idiosyncratic investment and interdependence. A survey was conducted successfully to 550 franchise owners or managers of Taiwanese small and medium enterprises. We find that idiosyncratic investment directly enhances trust and indirectly reinforces trust via interdependence. Franchisees' idiosyncratic investment cannot directly influence opportunistic behavior but indirectly influence it via trust or interdependence. Moreover, franchisees with lower opportunistic behavior and higher trust have higher commitment.

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The Determinants of Commitment in the Distributor–Manufacturer Relationship

Cited by 178 publications

References 25 publications

Exploring quality generating factors in customer-supplier relationships

Exploring quality generating factors in customer-supplier relationships

Distributor service quality in Indian SMEs: A bi-directional customer perspective

Enhancing Relationship Quality: The Case of Franchises

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