Understanding the long-term implications of retailer returns in business-to-business relationships

Beitelspacher, Lauren Skinner; Baker, Thomas L.; Rapp, Adam; Grewal, Dhruv

doi:10.1007/s11747-017-0553-6

Cited by 23 publications

(11 citation statements)

References 95 publications

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“…Examining the strategic value of the reciprocal sharing of RFID among enterprises in the supply chain, Hwang and Rho (2016) have shown that reciprocal behaviour between organisationsthat is, high-level shared information quality and inter-organisational RFID system qualitycan improve supply chain visibility and agility, as well as enhance inter-organisational trust. Beitelspacher et al (2018) have examined the reciprocal behaviour of returns between supplier salespeople and retailers in the reverse LSSC. In doing so, they argue that when one party produces a reciprocal move, the other party responds positively.…”

Section: Other Behaviourmentioning

confidence: 99%

Service supply chain management: a behavioural operations perspective

Liu

Wang

Long

et al. 2019

MSCRA

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Purpose The purpose of this paper is to provide an overview of the evolution of service supply chain management from a behavioural operations perspective, pointing out future research directions for scholars. Design/methodology/approach This study searched five databases for relevant literature published between 2009 and 2018, selecting 64 papers for this review. The selected literature was categorised according to two dimensions: a service supply chain link perspective and a behavioural factor perspective. Comparative analysis was used to identify gaps in the literature, and five future research agendas were proposed. Findings In terms of the perspective of service supply chain link, extant literature primarily focuses on service supply and service co-ordination management, and less on service demand and integration management. In terms of the behavioural factor’s perspective, most focus on classic behaviour factors, with less attention paid to emerging behaviour factors. This paper thus proposes five research agendas: demand-oriented management and integrated supply chain-oriented behavioural research; broadening the understanding of the scope of behavioural operations; integrating the latest backgrounds and trends of service industry into the research; greater attention to behavioural operations in service sub-industries; and multimethod combination is encouraged to be used to dig into the interesting research problems. Originality/value This study constitutes the first systematic review of service supply chain research from a behavioural perspective. By categorising the literature into two dimensions, the state of existing research is evaluated with an eye towards future research avenues.

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Section: Other Behaviourmentioning

confidence: 99%

Service supply chain management: a behavioural operations perspective

Liu

Wang

Long

et al. 2019

MSCRA

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“…In this sense, the mitigation of the risk element shows itself to be a strategy of competitive advantage by enabling security to commercial transactions between companies (Shi et al, 2018). By reducing the perceived risks in business relationships between supply chain partners, future transactions and investments are encouraged (Beitelspacher et al, 2018), which reinforces that risk is one of the elements of effect when choosing a contract (Devlin et al, 2018).…”

Section: Perception Of Less Risksmentioning

confidence: 97%

“…And these factors, perception of less risk and commitment, may be associated with satisfaction with the performance of these programs, which is presumed to be a relevant element of SDPs to leverage business opportunities between purchasing and supplying companies (Beitelspacher et al, 2018;Devlin et al, 2018). Thus, the question that motivated this research was: Does trust, in its affective, behavioral and cognitive components, influences the commitment and the perception of less risks, leading, consequently, to the satisfaction of the professionals of participating companies with the performance of the SDPs to which they are linked?…”

Section: Introductionmentioning

confidence: 99%

Satisfaction of professionals of participating companies with the performance of supplier development programs

2021

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With the aim of demonstrating the elements that lead to the satisfaction of the professionals of participating companies with the performance of the Supplier Development Programs - SDPs, something that can improve the performance of this type of program, this research aimed to identify if the trust, in its affective, behavioral and cognitive components, influences the commitment and the perception of less risks, leading, consequently, to the satisfaction of the professionals of participating companies with the performance of the SDPs to which they are linked. Based on studies involving all the analyzed constructs, relationships between them were suggested and a structural model was proposed associating them. A quantitative, descriptive and cross-sectional study was carried out involving professionals from buyers and suppliers that participate in SDPs from all over Brazil, obtaining a sample, characterized as non-probabilistic and by accessibility, of 609 respondents from the application of a self-administered electronic questionnaire. For the analysis of the data, the modeling of structural equations was used, which indicated a positive relation for almost all the hypotheses, with only one being rejected. The findings suggest that reinforcing trust, mainly behavioral and cognitive, can increase the commitment of companies to the actions developed by the SDPs to which they are linked, as well as generate the perception that there are fewer risks when transacting with companies also linked to these programs, resulting in the satisfaction of buyers and suppliers. This may result in better program efficiency and effectiveness, and this is a contribution of this study, by identifying what leads participants to SDPs to be satisfied.

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“…The reciprocity principle of SET posits that individuals should respond to positive and negative experiences by reciprocating in kind (Blau, 1964). For example, Beitelspacher et al (2018) found that when salespeople took a more relational approach to engaging with retailers, those retailers reciprocated by returning less merchandise in the future. In the current context, authenticity, as noted above, is characterized, in part, by honesty and personal closeness (Yagil and Medler-Liraz, 2013).…”

Section: Conceptual Model Development and Hypothesesmentioning

confidence: 99%

Authenticity, rapport and interactional justice in frontline service: the moderating role of need for uniqueness

Hall

Jaramillo

Baker

et al. 2020

JSM

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Purpose This paper aims to investigate how perceptions of employee authenticity and customer–employee rapport influence customers’ interactional justice assessments and related service evaluations, and how customers’ need for uniqueness impacts these relationships. Design/methodology/approach A multi-method, three-study design is used to test the research model. Specifically, structural equation modeling provides tests of the main hypotheses, and two supplemental experimental studies tease out conditional effects providing insightful managerial contributions. Findings Results indicate that customers’ perceptions of employee authenticity affect customers’ interactional justice evaluations, particularly when customers identify high levels of customer–employee rapport. Additionally, the aforementioned relationships are contingent upon customers’ need for uniqueness, such that customers with higher levels of need for uniqueness experience lower levels of customer–employee rapport and, consequently, provide poorer interactional justice assessments. Finally, conditional effects are found given the type of provider and frequency of visit. Originality/value This research extends prior efforts to understand how customer–employee dynamics influence customers’ service encounter evaluations. In particular, it furthers understanding of authentic FLE–customer encounters, explores drivers of interactional justice and explicates how consumers’ varying levels of need for uniqueness have differential effects on service outcomes.

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Understanding the long-term implications of retailer returns in business-to-business relationships

Cited by 23 publications

References 95 publications

Service supply chain management: a behavioural operations perspective

Service supply chain management: a behavioural operations perspective

Satisfaction of professionals of participating companies with the performance of supplier development programs

Authenticity, rapport and interactional justice in frontline service: the moderating role of need for uniqueness

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