The impact of cultural differences in U.S. business-to-business export marketing channel strategic alliances

Mehta, Rajiv; Larsen, Trina; Rosenbloom, Bert; Ganitsky, Joseph

doi:10.1016/j.indmarman.2005.03.002

Cited by 67 publications

(59 citation statements)

References 55 publications

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“…This is unfortunate, given that growing liberalization of the world trade and intense domestic market competition have rendered global expansion activities increasingly important for the survival, growth, and success of modern firms (Morgan, Kaleka, & Katsikeas, 2004). With increasing frequency, firms begin to realize that going international may no longer be one of their options, but rather an urgent necessity (Mehta, Larsen, Rosenbloom, & Ganitsky, 2005). Further, most firms rely on cross-border business-tobusiness partnerships to enter overseas markets since it is a less difficult and risky foreign market entry mode that requires fewer capital and management resources than setting up joint ventures or subsidiaries overseas (Bello, Chelariu, & Zhang, 2003;Cavusgil, 1998).…”

Section: Introductionmentioning

confidence: 99%

Market and supplier characteristics driving distributor relationship quality in international marketing channels of industrial products

Skarmeas

Katsikeas

Spyropoulou

et al. 2008

Industrial Marketing Management

208

177

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Although we are beginning to comprehend the fundamental importance of relationship quality in interorganizational exchange, a relatively small, but growing, body of literature that has not kept pace with the tremendous growth in global channel transactions has been devoted to the development of cross-border relationship quality. This study addresses this gap in the literature by investigating the extent to which certain market and exporter characteristics affect the development of relationship quality in the context of importing distributors trading with exporting manufacturers of industrial products. Relationship quality is viewed as a higher-order construct composed of trust, commitment, and satisfaction. Findings reveal that psychic distance is related negatively to relationship quality, while transaction-specific investments and role performance are associated positively with relationship quality. No link is found between environmental uncertainty and relationship quality. Managerial implications of the findings are considered and limitations along with future research directions discussed.

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Section: Introductionmentioning

confidence: 99%

Market and supplier characteristics driving distributor relationship quality in international marketing channels of industrial products

Skarmeas

Katsikeas

Spyropoulou

et al. 2008

Industrial Marketing Management

208

177

View full text Add to dashboard Cite

show abstract

“…The concept has also been defined as the positive affective state which is derived from the degree to which the expectations of the interacting parties in a working relationship are met (Anderson and Narus 1984). For relationships to succeed, Mehta et al (2006) emphasized the need for perceptual congruence regarding trust, commitment and cooperation so that expectations on each side of the dyad are reasonably similar. They found that cultural differences affect trust, commitment, and cooperation -the greater the cultural differences between the buyers and the sellers -the lower the levels of trust, commitment, and cooperation (Mehta et al 2006).…”

Section: Satisfaction In Buyer-seller Relationshipsmentioning

confidence: 99%

“…The role of satisfaction in domestic buyerseller relations has received much attention in past research. However, the literature addressing qualitative factors, like satisfaction in cross-national business relationships, is limited (Mehta et al 2006;Skarmeas and Robson 2008;Athanasopoulou 2009). The lack of research on this issue in a cross-national context is surprising, especially when considering that firms to an increasing extent establish relationships and do business across borders (Johnston et al 1999).…”

Section: Introductionmentioning

confidence: 99%

Satisfaction in buyer–seller relationships—Influence of cultural differences

Voldnes

Grønhaug

Nilssen

2012

Industrial Marketing Management

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This paper addresses the possible influence of cultural differences on satisfaction in crossnational buyer-seller relationships. Building and maintaining buyer-seller relationships have for long been acknowledged as beneficial for conducting international business. A prerequisite for the success of such business relationships is the satisfaction of the parties involved. However, in international business the involved parties are usually embedded in different cultures, which in turn may influence both expectations and behavior and thereby the satisfaction with business relationships. In spite of this knowledge, the potential impact of cultural differences on satisfaction in buyer-seller relationships has received little attention.Here we present a study on business relationships between Russian buyers and Norwegian sellers of seafood. A dyadic approach is used to cover both parties in the relationship, because they may perceive and emphasize aspects of their relationship differently. The findings reveal congruence between the partners in terms of antecedents important for achieving satisfaction.However, several differences are found regarding how to achieve various antecedents. There are also differences between how the Russian partners describe their own actions, and how the Norwegian partners perceive these actions. These differences are explained by cultural differences. Implications are highlighted.

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“…Therefore, building trust between firms is one of the most important aspects of strategic partnerships (Frankel et al, 1996;Elmuti & Kathawala, 2001). The underlying dynamics of this trust in interpersonal relationships is also based on learning (Steensma et al, 2000;Harris & Wheeler, 2004) and is directly influenced by national culture (Mehta et al, 2006).…”

Section: Strategic Partnership Dynamics and Challenges For Firmsmentioning

confidence: 99%

Strategic partnerships and the internationalisation process of software SMEs

Kennedy¹,

Keeney²

2009

Serv Bus

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This research investigates the strategic partnering activities of software SMEs (small to medium sized enterprises), their motivations to engage in strategic partnerships as part of the internationalisation process, the key benefits achieved and the main challenges encountered. A qualitative research methodology focusing on Irish indigenous firms is used. Findings suggest that strategic partnerships were initiated to take advantage of firm synergy, reputation and credibility advantages. Partnerships also served as an important foreign market entry mechanism allowing firms to accelerate sales cycles and reduce risk in overseas markets. Challenges facing firms included partner selection and issues of control. Directions for further research are highlighted.

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The impact of cultural differences in U.S. business-to-business export marketing channel strategic alliances

Cited by 67 publications

References 55 publications

Market and supplier characteristics driving distributor relationship quality in international marketing channels of industrial products

Market and supplier characteristics driving distributor relationship quality in international marketing channels of industrial products

Satisfaction in buyer–seller relationships—Influence of cultural differences

Strategic partnerships and the internationalisation process of software SMEs

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