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Journal articles on the topic 'Business relationships'

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Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (June 30, 2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.

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2

Dubois, Anna, and Håkan Håkansson. "Conceptualising Business Relationships." Journal of Customer Behaviour 1, no. 1 (January 1, 2002): 49–68. http://dx.doi.org/10.1362/147539202323071272.

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3

Palakshappa, Nitha, and Mary Ellen Gordon. "Collaborative business relationships." Journal of Small Business and Enterprise Development 14, no. 2 (May 22, 2007): 264–79. http://dx.doi.org/10.1108/14626000710746691.

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4

Macmillan, Keith, Kevin Money, and Stephen Downing. "Successful Business Relationships." Journal of General Management 26, no. 1 (September 2000): 69–83. http://dx.doi.org/10.1177/030630700002600105.

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5

Blois, Keith. "Equity within business to business relationships." Journal of Marketing Management 25, no. 5-6 (July 6, 2009): 451–59. http://dx.doi.org/10.1362/026725709x461795.

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6

Purchase, Sharon, and Doina Olaru. "Substance in Business-to-Business Relationships." Journal of Business-to-Business Marketing 11, no. 3 (September 7, 2004): 23–52. http://dx.doi.org/10.1300/j033v11n03_02.

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7

Ryals, Lynette J., and Andrew S. Humphries. "Managing Key Business-to-Business Relationships." Journal of Service Research 9, no. 4 (May 2007): 312–26. http://dx.doi.org/10.1177/1094670507299380.

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8

Tellefsen, Thomas. "Commitment in business-to-business relationships." Industrial Marketing Management 31, no. 8 (November 2002): 645–52. http://dx.doi.org/10.1016/s0019-8501(01)00172-9.

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Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (September 21, 2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.

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Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examine the relationships of determinants that influence franchise business sustainability. The determinants are risk management, trust, satisfaction, and sustainability. The study applies confirmatory factor analysis using structural equation modeling (SEM) AMOS software. Respondents in this study are franchisors and franchisees in the Indonesian retail and food and beverages (F&amp;B) sectors, the study accommodates 204 respondents. Based on the analysis the study reveals that there is a positive relationship between risk management and satisfaction. Risk management also has a positive relationship with survivability; trust and satisfaction also have a positive relationship. Meanwhile, there is no relationship between satisfaction and survivability and the last relationship is between trust and survivability that has no positive relationship between the determinants. This study provides clearer insight to understand the relationships between determinants that influence franchise business survivability in Indonesia, especially based on both parties’ perspectives.

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10

Barnes, Bradley R. "Relationship Quality in Business Relationships: An International Perspective." Total Quality Management & Business Excellence 18, no. 8 (October 2007): 845–46. http://dx.doi.org/10.1080/14783360701350433.

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11

Ganesan, Shankar, Steven P. Brown, Babu John Mariadoss, and Hillbun (Dixon) Ho. "Buffering and Amplifying Effects of Relationship Commitment in Business-to-Business Relationships." Journal of Marketing Research 47, no. 2 (April 2010): 361–73. http://dx.doi.org/10.1509/jmkr.47.2.361.

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12

Wong, Alfred, Lu Wei, and Dean Tjosvold. "Business confidence in government regulators." International Journal of Conflict Management 26, no. 3 (July 13, 2015): 268–87. http://dx.doi.org/10.1108/ijcma-06-2013-0049.

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Purpose – This study aims to examine the conditions that help businesses develop confidence in their government regulators. Businesses are dependent upon governments and subject to their regulations. This study proposes that businesses and governments that confirm each other’s social face have the relationship that helps businesses become confident in their government regulators. It also uses the theory of cooperation and competition to identify when they confirm social face. Design/methodology/approach – Data were collected in Shanghai, China, from government bodies and business organizations from diverse industries. One hundred forty-six pairs of government officials and business managers provided us data for our analysis. Findings – Structural equation analysis suggests that cooperative, but not competitive or independent, goals provide the foundation for mutual confirmation of social face that in turn results in business confidence that the government is competent, caring and regulates effectively. Practical implications – These findings were interpreted as reaffirming the value of relationships for collaboration between business and government and the usefulness of the concepts of social face and goal interdependence for understanding how to develop high-quality business–government relationships in China. Originality/value – This study directly investigates social face among Chinese people and explores its impact on inter-organizational government–business relationships. This study uses social face and goal interdependence to understand when business and regulators develop relationships that promote effective regulation.

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13

Arsić, Siniša, Koviljka Banjević, Aleksandra Nastasić, Dragana Rošulj, and Miloš Arsić. "Family Business Owner as a Central Figure in Customer Relationship Management." Sustainability 11, no. 1 (December 23, 2018): 77. http://dx.doi.org/10.3390/su11010077.

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This paper presents theoretical and empirical research on the activities and attitudes of a family business owner regarding marketing as a business function. The development of successful business relationships of a family business is tightly connected with the activities of the business owner. The theoretical review examined numerous family and non-family business studies by analyzing the existing paradigms of marketing management as a whole. The empirical research, surveying 420 family businesses in Serbia, defined the overall role of the family business owner in customer relationship management regarding business-to-business (B2B) and business-to-consumer (B2C) relationships. Key findings suggest that the main difference in customer relationship management (CRM) between family and non-family companies is related to B2B relationships, which the family business owner is heavily involved in managing, in terms of invested time and responsibility. Future research should cover aspects of internationalization (to regional markets) because it is essential to cross-examine regional with local contacts of a family business owner, to provide full comprehension of the complexity of market relationships in a family business environment.

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14

Kiely, Julia A. "Emotions in business-to-business service relationships." Service Industries Journal 25, no. 3 (April 2005): 373–90. http://dx.doi.org/10.1080/02642060500050517.

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15

Blois, Keith. "Are business‐to‐business relationships inherently unstable?" Journal of Marketing Management 13, no. 5 (July 1997): 367–82. http://dx.doi.org/10.1080/0267257x.1997.9964480.

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16

Paulssen, Marcel. "Attachment orientations in business-to-business relationships." Psychology & Marketing 26, no. 6 (May 1, 2009): 507–33. http://dx.doi.org/10.1002/mar.20285.

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17

Speece, Fred H. "The Business of Relationships." ICFA Continuing Education Series 1988, no. 5 (January 1988): 12–16. http://dx.doi.org/10.2469/cp.v1988.n5.4.

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18

Reber, Bryan H., and Scott Fosdick. "Building Business Relationships Online." Journal of Website Promotion 1, no. 1 (April 18, 2005): 13–29. http://dx.doi.org/10.1300/j238v01n01_03.

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19

Holmlund‐Rytkönen, Maria, and Tore Strandvik. "Stress in business relationships." Journal of Business & Industrial Marketing 20, no. 1 (January 2005): 12–22. http://dx.doi.org/10.1108/08858620510576757.

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20

Möller, Kristian K., and Aino Halinen. "Business Relationships and Networks:." Industrial Marketing Management 28, no. 5 (September 1999): 413–27. http://dx.doi.org/10.1016/s0019-8501(99)00086-3.

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21

Humphries, Andrew, and Richard Wilding. "Sustained monopolistic business relationships." European Journal of Marketing 38, no. 1/2 (January 2004): 99–120. http://dx.doi.org/10.1108/03090560410511140.

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22

Rajnoha, Rastislav, Petr Novák, and Martina Merková. "Relationships Between Investment Effectiveness Controlling and Business Performance." MONTENEGRIN JOURNAL OF ECONOMICS 12, no. 2 (May 20, 2016): 29–44. http://dx.doi.org/10.14254/1800-5845.2016/12-1/1.

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23

Rice, Philip F., and Chris Brune. "Teaching Business Statistics: Some Useful Relationships." International Journal of Business and Management 15, no. 5 (April 15, 2020): 73. http://dx.doi.org/10.5539/ijbm.v15n5p73.

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The purpose of this paper is to suggest an instructional approach in the introductory business statistics course that utilizes relationships between separately introduced topics. The paper will explore three “useful relationships” that can assist classroom instruction: (1) the relationship between the simple arithmetic mean, the weighted arithmetic mean, and the expected value of a discrete probability distribution; (2) the relationship between the use of the multiplication rule to calculate the joint probability associated with two events, use of tree diagrams, and the use of the binomial and hypergeometric distributions; and (3) the relationship between the geometric mean and the compound interest rate. Each discussion includes detailed examples of calculations to demonstrate the relationships.

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24

Jamaluddin, Faridzah, and Nizaroyani Saibani. "Systematic Literature Review of Supply Chain Relationship Approaches amongst Business-to-Business Partners." Sustainability 13, no. 21 (October 28, 2021): 11935. http://dx.doi.org/10.3390/su132111935.

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Managing a business-to-business (B2B) supply chain relationship is an endless challenge. Many recent systematic literature review studies have discussed supply chain relationships from various perspectives. However, a comprehensive analysis, summarising the existing research, explicitly identified the implemented B2B supply chain relationships and found the effects of these relationships on supply chain performance remain lacking. To address the gap, this article presents a systematic literature review based on the PRISMA approach regarding the nature of the supply chain relationships between B2B partners and their effect on supply chain performance. Web of Science and Scopus were used in the compilation of studies published between 2000 and 2020. Findings indicate that the majority of B2B partners use a collaborative relationship approach and that the impacts are marked on the operational, financial, innovation, environmental, social and economic performance of their supply chain. This study seeks to contribute to the existing literature on B2B supply chain relationships by conducting a thorough and unbiased review of previous studies, drawing more general conclusions about the adopted supply chain relationships between B2B partners and providing insights for future research.

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25

Eggert, Andreas, and Sabrina Helm. "Exploring the impact of relationship transparency on business relationships." Industrial Marketing Management 32, no. 2 (February 2003): 101–8. http://dx.doi.org/10.1016/s0019-8501(02)00224-9.

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26

La Rocca, Antonella, and Ivan Snehota. "Business models in business networks – how do they emerge?" IMP Journal 11, no. 3 (October 16, 2017): 398–416. http://dx.doi.org/10.1108/imp-07-2017-0039.

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Purpose The expanding body of research on business models generally assumes that firms operate in a “transactional” context. Several recent studies suggest that the concept of business models in contexts where relationships matter, such as business markets, involves issues that the transactional microeconomic perspective is ill suited to capture. In the expanding literature on business models, the role of context in how business models emerge and evolve is a topic that appears under researched. The purpose of this paper is to review the findings of these studies and explore how “relational context” affects the emergence and evolution of business models. Design/methodology/approach The authors review the literature on business models in business markets where high-involvement relationships with customers and suppliers are common, and report a case to illustrate the critical issues involved. Findings The authors find that context where high-involvement relationships are common implies that business models are relationship specific and tend to be different across key relationships of a business; the involvement of others limits the autonomy of a single business in developing its business model; business models are continuously emergent and transient. Originality/value This study is among the few that examine the emergence and evolution of business model in business network in a longitudinal perspective. The value of the study also lies in the implications of the relationship-centric business model for management practice and research.

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27

Dasanayaka, S. W. S. B., Omar Al Serhan, Mina Glambosky, and Kimberly Gleason. "The business-to-business relationship: examining Sri Lankan telecommunication operators and vendors." Journal of Business & Industrial Marketing 35, no. 6 (February 21, 2020): 1069–87. http://dx.doi.org/10.1108/jbim-06-2019-0303.

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Purpose This study aims to identify and analyze factors affecting the business-to-business (B2B) relationship between Sri Lankan telecommunication operators and vendors. The authors conduct a survey and develop models to explain relationship strength and satisfaction. The authors find that telecommunication operators and vendors value trust, commitment, adaptation and communication. Operator satisfaction varies by perception of product quality, service support, delivery performance, supplier know-how and value for money. The vendor’s relationship strength is impacted by trust and commitment; vendor satisfaction is affected by economic factors and referencing. The authors suggest formulating management strategies using these results to strengthen business relationships. Design/methodology/approach The authors develop two conceptual models to analyze the supplier and customer perspectives. This study’s drafted models were drawn from established models and were presented to experts in the industry, both telecommunication operators and vendors. Models were modified based on experts’ feedback, and hypotheses were developed from the conceptual models, developed separately for the two perspectives. Data collection was done via questionnaires; 150 questionnaires were sent via email to identified telecommunication operators and 100 questionnaires were sent via email to identified telecommunication vendors, with follow-up emails and telephone calls to improve response rates. Findings This study’s findings show that employees in the telecommunication industry recognize the importance of B2B relationships. Employees of both telecommunication operators and vendors agree that stronger relationships are advantageous. The correlation and regression analysis results identify factors that affect the B2B relationship. The following factors impact the strength of B2B relationships irrespective of view point: trust, commitment and satisfaction. The following factors were found to significantly affect the strength of B2B relationships between telecommunication operators and vendors from the operator perspective: adaptation and communication. Practical implications To enhance relationship strength, the management of operator organizations should take action to improve trust, commitment and satisfaction. Demonstrating honesty and integrity when dealing with vendors and exhibiting concern for the other party’s interests can help establish trust or enhance trust in existing relationships. Displaying commitment toward the vendor will also facilitate stronger relationships. Reasonable profits for both parties and sizeable business volume will also help satisfy vendors, increasing relationship strength. Positive referencing of the vendor in industrial and public forums will improve vendor satisfaction, enhancing relationship strength. Reputational capital can be built and maintained for both operators and vendors by keeping promises and defending the other party to outsiders. For managers of telecommunications operators and vendors in other emerging markets, this study’s results are important and can inform internal business practices to support trust, commitment and satisfaction. Originality/value This study contributes to the existing literature in two ways, a focus on the telecommunication industry and a previously unexplored emerging market, Sri Lanka. In addition, this study includes an analysis of the relationship from both the operator and vendor perspectives.

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28

Anderson, James C., Håkan Håkansson, and Jan Johanson. "Dyadic Business Relationships within a Business Network Context." Journal of Marketing 58, no. 4 (October 1994): 1–15. http://dx.doi.org/10.1177/002224299405800401.

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In business-to-business settings, dyadic relationships between firms are of paramount interest. Recent developments in business practice strongly suggest that to understand these business relationships, greater attention must be directed to the embedded context within which dyadic business relationships take place. The authors provide a means for understanding the connectedness of these relationships. They then conduct a substantive validity assessment to furnish some empirical support that the constructs they propose are sufficiently well delineated and to generate some suggested measures for them. They conclude with a prospectus for research on business relationships within business networks.

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29

Ayakwah, Anthony, Leandro Sepulveda, and Fergus Lyon. "Competitive or cooperative relationships in clusters." critical perspectives on international business 14, no. 2/3 (May 8, 2018): 230–51. http://dx.doi.org/10.1108/cpoib-12-2016-0063.

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Purpose An efficient policy supporting clustered business operations necessitates an appreciation of the dynamics of rivalry and collaborations among businesses. This paper postulates that variation in competition and cooperation can significantly influence the nature of business relationships among clustered businesses, which is essential for cluster policy particularly (Newlands, 2003) as most research on rivalry and cooperation in clusters have been in developed economies. The purpose of this paper is to seek to fill the gap in the literature in African clusters based on original empirical research. Design/methodology/approach The study adopts a mixed-method research design allowing for data triangulation to study two food processing clusters. The approach comprises a survey and in-depth interview with key actors along the supply chain. Findings The findings show that business clusters with more formal business structures tend to have minimal horizontal competition but higher vertical cooperation. Comparatively, clusters with more socially embedded milieu tend to have higher levels of cooperation and minimal competition in both vertical and horizontal relationships. The research also shows that such variations in inter-business relationships have an effect on cluster operations in terms of business access to finance, formal contract, sharing of innovation and the way they relate to different stakeholders in their supply chain. Originality/value This paper advances a critical case for international business theory on clusters in Africa to incorporate the distinctive business relationships in small and medium enterprises (SME) clusters. It also demonstrates how unique location-specific attributes of developing economies hold the key to sustaining the operations of SME-based clusters.

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30

Sharma, Piyush, Russel Kingshott, Tak Yan Leung, and Ashish Malik. "Dark side of business-to-business (B2B) relationships." Journal of Business Research 144 (May 2022): 1186–95. http://dx.doi.org/10.1016/j.jbusres.2022.02.066.

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31

Anderson, James C., Hakan Hakansson, and Jan Johanson. "Dyadic Business Relationships within a Business Network Context." Journal of Marketing 58, no. 4 (October 1994): 1. http://dx.doi.org/10.2307/1251912.

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32

Leek, Sheena, Peter W. Turnbull, and Peter Naudé. "Managing Business-to-Business Relationships: An Emerging Model." Journal of Customer Behaviour 1, no. 3 (September 1, 2002): 357–75. http://dx.doi.org/10.1362/147539202764441092.

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33

Chelariu, Cristian, and Talai Osmonbekov. "Communication technology in international business-to-business relationships." Journal of Business & Industrial Marketing 29, no. 1 (January 16, 2014): 24–33. http://dx.doi.org/10.1108/jbim-09-2012-0162.

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Purpose – This study aims to examine the antecedents and performance consequences of three types of communication technology (phone, e-mail and internet) in cross-border business-to-business relationships. Design/methodology/approach – Based on the proposed theoretical framework six hypotheses are advanced and tested. The authors use regression analysis on data from a survey of American exporters combined with secondary data on emerging European markets. Findings – This research finds that relationship-level variables are better predictors of ICT use than country-level variables, and that ICT use impacts dyadic performance. More specifically, information exchange predicted all three communication modes, while the use of warnings predicted both inter-personal communication methods. From an institutional standpoint, the authors find that bureaucratic barriers predict both phone and e-mail communication. At the firm level, it is found that firm-level technological skills are a significant predictor for the use of internet-based data exchange. The paper also finds that increased frequency of phone and e-mail communication among dyadic partners improves performance. Research limitations/implications – Although micro-level variables are found to be more important, country variables still bring interesting insights and should not be ignored. Also, newer technologies should be explored in future research. Originality/value – The authors explore antecedents of information/communication technology (ICT) use at three levels: country or macro level, dyadic (or inter-firm relationship) level, and firm capabilities (intra-firm). At the country level, the authors move beyond infrastructure to examine the impact of institutional factors, such as government red tape. At the relationship level, the authors include trust-type social norms, but extend the analysis to incorporate the use of unilateral influence attempts, such as warnings.

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Menon, Ajay, Christian Homburg, and Nikolas Beutin. "Understanding Customer Value in Business-to-Business Relationships." Journal of Business-to-Business Marketing 12, no. 2 (July 6, 2005): 1–38. http://dx.doi.org/10.1300/j033v12n02_01.

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35

Holm, Desirée Blankenburg, Kent Eriksson, and Jan Johanson. "Business Networks and Cooperation in International Business Relationships." Journal of International Business Studies 27, no. 5 (December 1996): 1033–53. http://dx.doi.org/10.1057/palgrave.jibs.8490162.

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36

Alajoutsijärvi, Kimmo, Tuija Mainela, Pauliina Ulkuniemi, and Emma Montell. "Dynamic effects of business cycles on business relationships." Management Decision 50, no. 2 (March 2, 2012): 291–304. http://dx.doi.org/10.1108/00251741211203579.

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37

Rakthai, Theeradej, Somnuk Aujirapongpan, and Kwanrat Suanpong. "Innovative Capacity and the Performance of Businesses Incubated in University Incubator Units: Empirical Study from Universities in Thailand." Journal of Open Innovation: Technology, Market, and Complexity 5, no. 2 (June 20, 2019): 33. http://dx.doi.org/10.3390/joitmc5020033.

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The purpose of this research is to study the factors related to the performance of the entrepreneurs who passed through the stages of business development at the university business incubators in Thailand. These factors consist of various characteristics, namely, leadership orientation, entrepreneurial orientation, network capacity, and innovative capacity. The sample group consisted of 220 businesses that had passed through a university business incubator in Thailand. The SPSS Statistics program calculated the basic statistics, as well as the relationship test for each factor studied, and examined the statistics using a structural equation model (SEM). The results revealed that the characteristics of leadership orientation, entrepreneurial orientation, network capacity, innovative capacity, and entrepreneurial performance had relationships in the same direction. Furthermore, an analysis of the relationships between the factors found that entrepreneurial orientation had positive relationships with network capacity and innovative capacity, leadership orientation had positive relationships with innovative capacity and entrepreneurial performance, and innovative capacity had a positive relationship with entrepreneurial performance. These relationships summarize a developmental model for the innovative capacity and performance of businesses that have passed through the university business incubators in Thailand.

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Ryssel, Ricky, Thomas Ritter, and Hans Georg Gemünden. "The impact of information technology deployment on trust, commitment and value creation in business relationships." Journal of Business & Industrial Marketing 19, no. 3 (May 1, 2004): 197–207. http://dx.doi.org/10.1108/08858620410531333.

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To strengthen their position in today's highly‐competitive and fast‐paced business environment, supplier firms often engage in relationships with their customers. Recent advances in information technology offer new ways of managing inter‐organizational relationships. In this paper, a model conceptualizing the impact of information technology deployment on inter‐organizational buyer‐seller relationships is developed. Using an empirical study of 61 German firms engaged in customer‐supplier relationships, this paper also gives some empirical evidence for the developed framework. With regard to relationship management, intra‐ and inter‐organizational information technology deployment has different effects on relationship atmosphere and on the relationship's value creation. The findings give new insight into the role of information technology in value‐creation in business‐to‐business relationships. Managerial implications and future research questions in this area are also discussed.

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Solovyova, Natalia Viktorovna, and Ayna Farid Mammadbayova. "Communication culturein building business relationships." Izvestia of the Russian Akademy of Education, no. 1 (2022): 146–51. http://dx.doi.org/10.51944/20738498_2022_1_146.

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40

Moshtari, Mohammad, and Evelyne Vanpoucke. "Building Sustainable NGO-Business Relationships." Academy of Management Proceedings 2020, no. 1 (August 2020): 12876. http://dx.doi.org/10.5465/ambpp.2020.12876abstract.

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41

Hallen, Lars, Jan Johanson, and Nazeem Seyed-Mohamed. "Interfirm Adaptation in Business Relationships." Journal of Marketing 55, no. 2 (April 1991): 29. http://dx.doi.org/10.2307/1252235.

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42

Vlami, Despina. "Building Trust Relationships in Business." Rives méditerranéennes, no. 59 (October 15, 2019): 47–70. http://dx.doi.org/10.4000/rives.6773.

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Hallén, Lars, Jan Johanson, and Nazeem Seyed-Mohamed. "Interfirm Adaptation in Business Relationships." Journal of Marketing 55, no. 2 (April 1991): 29–37. http://dx.doi.org/10.1177/002224299105500204.

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Lee, Tzong Ru (Jiun Shen), Goran Svensson, and Tore Mysen. "RELQUAL in Taiwanese business relationships." International Journal of Business Excellence 3, no. 4 (2010): 433. http://dx.doi.org/10.1504/ijbex.2010.035444.

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Morgan, Robert E. "Agile Business Relationships and Technology." Journal of General Management 29, no. 4 (June 2004): 77–92. http://dx.doi.org/10.1177/030630700402900405.

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46

Edvardsson, Bo, and Tore Strandvik. "Critical times in business relationships." European Business Review 21, no. 4 (June 26, 2009): 326–43. http://dx.doi.org/10.1108/09555340910970436.

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Hingley, Martin, Sheena Leek, and Adam Lindgreen. "Business relationships the Morrissey way." British Food Journal 110, no. 1 (January 25, 2008): 128–43. http://dx.doi.org/10.1108/00070700810844821.

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48

Cai, Jing, and Adam Szeidl. "Interfirm Relationships and Business Performance*." Quarterly Journal of Economics 133, no. 3 (December 20, 2017): 1229–82. http://dx.doi.org/10.1093/qje/qjx049.

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49

Söllner, Albrecht. "Asymmetrical Commitment in Business Relationships." Journal of Business Research 46, no. 3 (November 1999): 219–33. http://dx.doi.org/10.1016/s0148-2963(98)00039-3.

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Úr, Norbert. "B2B Relationships in Business Network." E-conom 2, no. 2 (2013): 12–21. http://dx.doi.org/10.17836/ec.2013.2.012.

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