The development of post-project buyer–seller interaction in service-intensive projects

Abstract

The purpose of this research is to enhance the understanding of post-project buyer-seller interaction, a topic previously studied mainly from the perspective of social exchange or sleeping relationships. With the advent of service-intensive projects, however, the dynamics of postproject interaction have changed, demanding a broader theorization. This research extends the scope of project marketing, by proposing a research framework illustrating interaction development in a longitudinal setting. We utilize the framework to analyze three projects, two of which continued for more than a decade, through a qualitative case study. The research provides empirical insight into the interaction orientations and development patterns arising in the postproject stage. It suggests that post-project interaction develops through three main orientations (cooperative development, buyer-led development, and seller-led maintenance) that vary over time, so creating unique development patterns. The study concludes with five practical recommendations for managers to deal with evolving post-project interaction.

Antecedents of project partnering in the construction industry — The impact of relationship history

“…Several scholars from this network, which is affiliated to the IMP group of researchers (Ojansivu, Alajoutsijärvi, & Salo, 2013;Skaates & Tikkanen, 2003), consider relationship management as one of the major strategic issues faced by project marketers. Based on several studies (Hadjikhani, 1996;Skaates, Tikkanen & Lindblom, 2002), they show that the success or failure of individual projects often effects the long-term development of buyer-seller relationships.…”

Inside service-intensive projects: Analyzing inbuilt tensions

“…Service-centric project businesses have no such static project milestones. Rather, exchange is an ongoing process that is dependent on the customer needs that vary greatly over time (Ojansivu et al, 2013). Post-project exchange can include mandatory facilitating services, and optional supporting services, which tend to increase the value of the supplied system (Kujala et al, 2013).…”

“…Second, business relationships are expected to be long-term and stable (Alajoutsijärvi et al, 2001;Håkansson and Snehota, 1995, pp. 6-12): a far cry from the inherently dynamic postproject business relationships in service-intensive projects that comprise active and passive stages depending of the content of the service exchange (Ojansivu et al, 2013). How are the commercial occupations able to deal with these kinds of business relationships that do not stand comparison to the sleeping relationships (Hadjikhani, 1996) or to the linearly developing business relationships (e.g., Dwyer et al, 1987;Ford 1980) well-known in the textbooks?…”

“…In post-project business relationships there is not such evident contrast, as the activity of the buyer and seller seem to vary greatly over time (Ojansivu et al, 2013). This generates expectations regarding the capability of the relationship developers to remain alert to the changing needs of the customer.…”

Intermediaries in power-laden retail supply chains: An opportunity to improve buyer–supplier relationships and collaboration

“…An ideal where power is equally shared is found when both the buyer and the seller have a 'cooperative orientation:' where there is social, long-term financial (i.e., shared investment), and confidential information exchange across the dyadic relationship between buyer and seller (Ojansivu, Alajoutsijärvi, & Salo, 2013). However, while retailers have used their power over suppliers in some cases (Spekman et al, 1998;Grant, 2005), competitiveness in the UK grocery retail market has led some retailers but many suppliers and logistics service providers to consider how they can collaborate to keep costs down and retain a competitive advantage (Grant, Fernie, Trautrims, & El-Adas, 2008).…”