Toward a Resource-Based Theory of Business Exchange Relationships: The Role of Relational Asset Value

Hogan, John E.; Armstrong, Gary

doi:10.1300/j033v08n04_02

Cited by 45 publications

(47 citation statements)

References 49 publications

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“…Relational value thus has a bidirectional nature and necessarily presupposes the presence of a collaborative relationship. From this perspective, collaborative relationships with key customers and suppliers are transformed into assets for firms, since they assume a joint value creation that guides how best to invest time and economic and social capital in certain specific relationships (Hogan & Armstrong, 2001). …”

Section: Creation and Capture Of Relational Valuementioning

confidence: 99%

Value Creation and Capture in Buyer-Supplier Relationships: A New Perspective

Tescari

Brito

2016

Rev. adm. empres.

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This research paper develops and tests a new model for value creation and capture in buyer-supplier relationships. In addition to including both value creation and capture in the same model, value creation is unraveled by the identification of its sources, both intrinsic and relational. Intrinsic value is the set of benefits derived from resources belonging to one party that can be captured by another party if there is a relationship between them, even if this relationship is non-collaborative. Relational value encompasses the mutual benefits that are generated as the collaboration between buyer and supplier increases. The model was tested using a survey of 127 dyads (buyer and supplier). The results indicated that both sides benefit from the total value created by the relationship, but the degree of value capture varies. The value perceived by the supplier is greater than that perceived by the buyer, which consequently encourages the former to boost its efforts even further to ensure that the relationship continues. KEYWORDS | Value creation, value capture, buyer-supplier relationships, relationship value, valuebased strategy. RESUMO RAE-Revista de Administração de Empresas | FGV/EAESP

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Section: Creation and Capture Of Relational Valuementioning

confidence: 99%

Value Creation and Capture in Buyer-Supplier Relationships: A New Perspective

Tescari

Brito

2016

Rev. adm. empres.

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“…In many industries, manufacturers turn to suppliers to help them achieve a stronger competitive position (Ganesan, 1994), and recent research suggests that manufacturersupplier relationships represent a strategic resource to gain competitive advantages (Hogan & Armstrong, 2001;Jap, 1999;Wernerfelt, 1984). What are the critical resources customers seek to access in a supplier relationship?…”

Section: Relationship Value Dimension #4: Supplier Know-howmentioning

confidence: 99%

Capturing value creation in business relationships: A customer perspective

Ulaga

2003

Industrial Marketing Management

487

500

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“…Supplier integration is a valuable source of supply management's competitive advantage because it enhances responsiveness, flexibility, and timesaving capabilities, which then translate into supply chain value (Frazier, 1999;Michael & Tan, 2001). When suppliers are involved in supply management processes, contributions to higher quality, greater sharing of cost savings, closer cooperation to achieve target costs, and reduced time-to-market of new products are more easily attained (Hogan & Armstrong, 2001;McGinnis & Vallopra, 1999).…”

Section: Supplier Integrationmentioning

confidence: 99%

“…First, they arm the supply management function with valuable information about customers' industries and supply trends, enabling firms to make better decisions and achieve goals (Giunipero et al, 2006). Second, they help the supply management function establish close relationships where appropriate with suppliers to ensure efficient and high quality delivery of materials (Hogan & Armstrong, 2001), which in turn improves customer performance. Further, strategic supply management skills are typically asymmetries that firm's competitors do not and cannot copy at a cost that affords economic rents (Miller, 2003) and, hence, are rare assets.…”

Section: Strategic Supply Management Skillsmentioning

confidence: 99%