Understanding configurations of value creation functions in business relationships using a fuzzy-set QCA

Santos, José Novais; Mota, João; Baptista, Cristina Sales

doi:10.1016/j.jbusres.2017.12.009

Cited by 13 publications

(10 citation statements)

References 37 publications

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“…Despite its relevance, however, very few studies have attempted to operationalise relationship value based on a psychometrically sound methodology (Barry and Terry, 2008;Biggemann and Buttle, 2012). There is therefore need for research that reveals the construct's nomological structure along with its outcomes (Ulaga and Eggert, 2006b;Barry and Terry, 2008;Macdonald et al, 2016;Santos et al, 2018). Moreover, because of the subjective nature of the concept of value (Vargo and Lusch, 2008), more research is needed on how value is created over time in business relationships (Munksgaard and Frandsen, 2019).…”

Section: Relationship Value In Business Marketsmentioning

confidence: 99%

Relationship value in business-to-business markets: a replication and extension of Ulaga and Eggert’s (2006) study

Tzempelikos

2020

JBIM

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Purpose Ulaga and Eggert (2006a) examined a framework of relationship value in business markets. This study aims to replicate their study to show that relationship benefits are more important than relationship costs when it comes to choosing a main supplier. This research also extends the original study by hypothesising that the development of relationship value has a positive impact on relationship marketing outcomes, thus providing evidence for the nomological validity of the original scale. Design/methodology/approach The study used empirical data from purchasing managers in manufacturing firms in the UK. The research instrument was a structured questionnaire. The study adopted a close replication to Ulaga and Eggert (2006a) using a rather similar context and methodology for comparison reasons. Findings Relationship benefits are more important than relationship costs when it comes to choosing a main supplier. Cost competitiveness is a necessary but not sufficient condition to differentiate in business markets. Value dimensions relate significantly to relationship marketing outcomes, providing evidence for the nomological validity of the original scale. Research limitations/implications Given the dynamic nature of the relationship value construct, future longitudinal research could offer useful insights on how value is created over time. Practical implications Although internal cost reduction, which can ultimately lead to price reduction, should not be ignored, suppliers should focus on creating value through personal interaction, service quality, product enhancements and delivery efficiency. Originality/value The findings provide support for Ulaga and Eggert’s (2006a) conceptualisation, indicating that the relationship value is not merely a theoretical construct viewed on a high level of abstraction but rather can also be empirically measured.

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Section: Relationship Value In Business Marketsmentioning

confidence: 99%

Relationship value in business-to-business markets: a replication and extension of Ulaga and Eggert’s (2006) study

Tzempelikos

2020

JBIM

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“…The second stream perceives value as a trade-off between multiple benefits and sacrifices related to value functions. The value functions of each relationship can be analyzed as a set of direct and indirect functions (Ritter and Walter, 2012;Santos et al, 2018;Song et al, 2012;Walter et al, 2001;Young et al, 2008). Direct functions are those that relate to the dyadic relationship and do not depend on other relationships or other actors.…”

Section: Industrial Network and New Ventures Formationmentioning

confidence: 99%

“…However, as business relationships are diverse, certain sections of the network may have less demanding connection points in one or more of those dimensions or involvement Snehota, 2000, 2019). In addition, some studies have focussed on the value of a business relationship in established firms by distinguishing between direct and indirect value functions that show the usefulness of this framework to differentiate relationships with suppliers and customers (Ritter and Walter, 2012;Santos et al, 2018;Song et al, 2012;Walter et al, 2001;Young et al, 2008). Thus, our study adds to the research on how new ventures deal with their initial business relationships by unpacking and analyzing their diversity over time with regard to their value functions and involvement in initial relationships.…”

Section: Introductionmentioning

confidence: 99%

Value of initial relationships in new business start-ups

Santos

Mota

2020

JBIM

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Purpose Several studies have focussed on new ventures and the development of their first business relationships. However, the understanding of the value functions and involvement in those relationships remain inadequate. The purpose of this paper is to explore the relating process of a new venture by combining the value function framework and the notion of the degrees of involvement in business relationships. Design/methodology/approach The authors rely on two exploratory longitudinal case studies that focus on two start-ups. In both cases, the evolution of initial relationships with suppliers and customers over a period of time are studied. Findings The process of relating can occur through a diversity of business relationships manifested in both their value functions and their degree of involvement. The combination of value functions is not stable over time nor is the degree of involvement in business relationships. Moreover, specific interdependencies emerge between the value functions in the customer base and the supplier base of the new ventures over time. Originality/value This paper is among the few that explore the emergence of new ventures by considering both suppliers and customer relationships. From a business network perspective, the paper also shows that combining value functions and degrees of involvement provides a better understanding of the role of relationship diversity in the process of becoming a node in the business network.

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“…The intermediate solution is one of the most used in the literature to analyze the causal complexity of the QCA analysis. This option is optimal mainly because it represents a good compromise between the other two [85,86,89,90,[92][93][94]. The main assumptions made in our analysis, considering the dynamics of the innovative processes in the ceramic sector, were the presence of the conditions early adoption and strong absorptive capacity.…”

Section: Sufficiency Analysismentioning

confidence: 99%

Different Paths to Achieve High Technological Innovation in Clustered Firms: An Analysis of the Spanish Ceramic Tile Industry

2019

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This paper uncovers the different factors behind the high technological innovation performance of clustered firms. Moreover, we aim to investigate the necessary and sufficient conditions of factors to achieve innovative outcomes of clustered firms. This is done by analyzing the Spanish ceramic tile cluster and using a configurational comparative method, namely, fuzzy set qualitative comparative analysis (fsQCA). The results reveal the presence of equifinality, as there are diverse paths or combinations of factors that lead clustered firms to higher technological innovation performance. Additionally, early adoption of new technologies and a high absorptive capacity are included in most of the successful combinations of factors.

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Understanding configurations of value creation functions in business relationships using a fuzzy-set QCA

Cited by 13 publications

References 37 publications

Relationship value in business-to-business markets: a replication and extension of Ulaga and Eggert’s (2006) study

Relationship value in business-to-business markets: a replication and extension of Ulaga and Eggert’s (2006) study

Value of initial relationships in new business start-ups

Different Paths to Achieve High Technological Innovation in Clustered Firms: An Analysis of the Spanish Ceramic Tile Industry

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