The Role of Organizational Justice in Managing Change Within Marketing Channels

Sindhav, Birud

doi:10.1300/j049v09n01_04

Cited by 8 publications

(8 citation statements)

References 42 publications

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“…Because companies are being forced to adopt technologies that they do not find particularly beneficial to them, issues of fairness and justice are important in inter-firm technology adoption. Researchers have identified three distinct dimensions to justice -distributive, procedural and interactional (Colquitt, 2001;Sindhav, 2001).…”

Section: Justicementioning

confidence: 99%

B2B technology adoption in customer driven supply chains

Asare

Alejandro

Kang

2016

Journal of Business &Amp; Industrial Marketing

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Purpose – The purpose of this article is to develop and propose a comprehensive framework that identifies the factors that influence a company’s decision to adopt business to business (B2B) technologies. Design/methodology/approach – The authors review the literature regarding technology adoption from multiple disciplines including: Supply Chain Management, Logistics, Sociology, Information Systems, Marketing and Economics. A synthesis of the review provides the foundation for developing a comprehensive model of inter-firm technology adoption. Findings – The review and synthesis finds inconsistencies in the theoretical models and constructs used in previous studies of inter-firm technology adoption. The comprehensive framework presented identifies four major categories of antecedents to technology adoption: characteristics of a technology, organizational factors, external factors and relationships. The presented model focuses attention on the inclusion of relational factors that affect the adoption of B2B technology. Research limitations/implications – An important area that has been ignored in the inter-firm adoption literature is the impact of inter-firm relationships on technology adoption. This paper emphasizes the importance of inter-firm relationships and identifies power, trust and justice as important relationships that influence the adoption of inter-firm technologies. Originality/value – The expanded framework identifies the antecedents of B2B technology adoption, which can be used as a guiding framework by both academics and practitioners. The paper also offers directions for future work in the form of propositions.

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Section: Justicementioning

confidence: 99%

B2B technology adoption in customer driven supply chains

Asare

Alejandro

Kang

2016

Journal of Business &Amp; Industrial Marketing

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“…Organizational research suggests that a fairly wielded authority increases the chances that the members of an organization will accept it and will then exhibit higher levels of motivation and of satisfaction toward the organization (Tyler, 1988). This concept of fairness has attracted growing interest among marketing researchers; many authors have called for its use to specify behaviors within marketing channels (Kumar et al, 1995;Sindhav, 2001). Dwyer et al (1987) stress its importance as a central element for building strong relational exchanges.…”

Section: Acceptance Of Contractual Governancementioning

confidence: 99%

Contractual Governance, Relational Governance: Why Do Firms Continue Drafting Contracts?

Boulay¹

2013

JABR

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Governing relationships effectively is central to marketing channel performance. Relational governance theory singles out two key mechanisms, contracts and norms, and suggests that norms surpass contracts in their ability to minimize opportunistic behaviour. Recent research has disputed that perspective though, by noting the dark side of norms and calling for a renewed perspective on contractual governance. An analysis of existing empirical research on contractual versus relational governance of marketing channels leads into the proposal of four research directions that can help better understand why firms keep drafting contracts.

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“…The same relationship should hold between marketing channel members. The more a channel member sees distributive outcomes as being fair, the more satisfied the firm should be with the relationship (Frazier, 1983;Sindhav, 2001). Therefore:…”

Section: Fairness and Satisfaction Among Marketing Channel Membersmentioning

confidence: 99%