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Journal articles on the topic 'Buyer-seller relationships'

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Published: 4 June 2021
Last updated: 31 January 2023

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1

Dwyer, F. Robert, Paul H. Schurr, and Sejo Oh. "Developing Buyer-Seller Relationships." Journal of Marketing 51, no. 2 (April 1987): 11. http://dx.doi.org/10.2307/1251126.

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2

Dwyer, F. Robert, Paul H. Schurr, and Sejo Oh. "Developing Buyer-Seller Relationships." Journal of Marketing 51, no. 2 (April 1987): 11–27. http://dx.doi.org/10.1177/002224298705100202.

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Marketing theory and practice have focused persistently on exchange between buyers and sellers. Unfortunately, most of the research and too many of the marketing strategies treat buyer-seller exchanges as discrete events, not as ongoing relationships. The authors describe a framework for developing buyer-seller relationships that affords a vantage point for formulating marketing strategy and for stimulating new research directions.
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3

J. Hoppner, Jessica, David A. Griffith, and ChangSeob Yeo. "The intertwined relationships of power, justice and dependence." European Journal of Marketing 48, no. 9/10 (September 2, 2014): 1690–708. http://dx.doi.org/10.1108/ejm-03-2013-0147.

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Purpose – The purpose of this study, drawing from exchange theory, is to examine how the intertwined relationships between power, justice and relative dependence influence relationship performance in buyer – seller relationships. Design/methodology/approach – A two-wave structural equation model with latent variable interactions was estimated on a dataset of 283 buyer – seller relationships. Findings – Exercised coercive and reward power follow different processes, direct and indirect, to influence relationship performance. The use of coercion was found to be substantively more detrimental to the buyer – seller relationship than the use of rewards were beneficial. Relative dependence tempers the negative influence of coercion. Research limitations/implications – Managers of buyer – seller relationships need to be judicious in their use of coercion and rewards. In their efforts to manage relationship performance, whenever possible, managers should seek to avoid punishing their partner more so than they should seek to reward them. Originality/value – Although proposed under a single theoretical perspective, power and justice have developed as separate streams within the extant literature. Examining these constructs together can increase the current understanding of how to manage buyer – seller relationships.
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4

Johanson, Martin, Sergei Kushch, and Lars Silver. "Buyer-Seller Relationships in Transition." Journal of East-West Business 6, no. 1 (June 28, 2000): 35–56. http://dx.doi.org/10.1300/j097v06n01_03.

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5

Leminen, Seppo. "Gaps in buyer‐seller relationships." Management Decision 39, no. 3 (April 2001): 180–89. http://dx.doi.org/10.1108/eum0000000005449.

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6

Bourassa, Maureen A., Peggy H. Cunningham, Laurence Ashworth, and Jay Handelman. "Respect in Buyer/Seller Relationships." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 35, no. 2 (December 16, 2016): 198–213. http://dx.doi.org/10.1002/cjas.1426.

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7

Choi, Yonghoon, Ying Huang, and Brenda Sternquist. "The effects of the salesperson’s characteristics on buyer-seller relationships." Journal of Business & Industrial Marketing 30, no. 5 (June 1, 2015): 616–25. http://dx.doi.org/10.1108/jbim-03-2012-0037.

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Purpose – This paper aims to examine the influence of the salesperson’s characteristics (organizational commitment [OC] and disposition to innovate) on buyer’s behaviors in buyer – supplier relationships. A model is proposed depicting the effects of the salesperson’s OC and disposition to innovate on buyer’s long-term orientation and opportunism through partner-specific value to the buyer. Design/methodology/approach – Data were collected from 155 sales professionals of Japanese manufacturers. Structural equation modeling was used to analyze the data. Findings – As predicted, the salesperson’s OC and disposition to innovate enhance buyer’s long-term orientation through providing partner-specific value to the buyer, and in turn, buyer’s long-term orientation mitigates opportunism. Practical implications – The salesperson plays an important role for developing and maintaining Buyer-seller relationships. Based on authors’ results, firms should promote salespeople’s OC because a highly committed salesperson is likely to be more innovative when managing the relationship with the buyer and, in turn, increase the relationship-specific value to the buyer. Originality/value – This study makes two contributions to Buyer-seller relationship literature. First, previous studies on the salesperson focus on the social aspects in the relationship. This study, however, examines the salesperson characteristics in the exchange, and the results reveal the importance of including the salesperson characteristics in studying Buyer-seller relationships. Second, this study proposes the salesperson’s partner-specific value as a key boundary-spanning aspect mediating the salesperson characteristics and buyer’s behaviors in Buyer-seller relationships. The results confirm the argument, thus providing impetus for further studying different types and dimensions of transaction-specific assets in Buyer-seller relationships.
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8

Utami, Hesty Nurul, Dini Turipanam Alamanda, and Risma Muhamad Ramdani. "FACTORS DETERMINING BUYER-SELLER RELATIONSHIPS: EMPIRICAL RESULTS FROM AN AGRIBUSINESS PERSPECTIVE." Sosiohumaniora 24, no. 1 (March 2, 2022): 140. http://dx.doi.org/10.24198/sosiohumaniora.v24i1.29201.

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Continuous development of the Indonesian agri-food retail in the past decades has shown an evolutionary way on how the buyer and seller build their interaction during the exchange transaction process. It shows the significance of beneficial buyer-seller relationships in the shifting from traditional food retailing model to modern food retailing model, including in developing economy context. The study aims to investigate the factors affecting the buyer-seller relationship concept to access the modern market from the farmer producer perspective in the setting of an emerging market. This study surveyed 75 respondents of vegetable farmer group members located in a vegetable cluster in West Java, Indonesia. An explanatory quantitative method with Confirmatory Factor Analysis (CFA)was used for the data analysis. The findings verified four primary factors that can explain the B2B buyer-seller relationship of farmers deciding to partner with modern retailers such as supermarkets, which consists of trust, loyalty, relationship commitment, and business communication. The findings propose a further understanding related to the factors that influence the buyer-seller inter-relationships in the B2B context of the agriculture sector.
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9

Gupta, Aditya, Alok Kumar, Rajdeep Grewal, and Gary L. Lilien. "Within-Seller and Buyer–Seller Network Structures and Key Account Profitability." Journal of Marketing 83, no. 1 (November 20, 2018): 108–32. http://dx.doi.org/10.1177/0022242918812056.

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In business-to-business (B2B) markets, the success of key account management (KAM) teams depends on how they are structured and how they handle customer relationships. The authors conceptualize relationships among selling team members as a within-seller (intrafirm) network and the relationships between selling team members and buyer representatives as a buyer–seller (interfirm) network. Drawing on both structural (buyer–seller density, within-seller density, and within-seller centralization) and functional (buyer–seller similar function ties and within-seller cross-functional ties) composition attributes of these networks, the authors examine how the interplay between these networks drives seller account profitability. Using data from 207 key account managers across B2B industries, the authors uncover a nuanced pattern of interplay across the two networks. Densities in the two networks are mutually substitutive, but density in the buyer–seller networks and centralization in the within-seller networks serve complementary roles. Cross-function ties in the within-seller network serve a complementary role too, but only in relation to similar function ties in the buyer–seller network. In contrast, within-seller centralization supports both network density and similar function ties in the buyer–seller network and, thus, emerges as a valuable KAM team characteristic. These findings suggest multiple ways for firms to align interfirm and intrafirm KAM networks to improve account profitability.
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10

Smith, J. Brock. "Buyer-Seller relationships: Similarity, relationship management, and quality." Psychology and Marketing 15, no. 1 (January 1998): 3–21. http://dx.doi.org/10.1002/(sici)1520-6793(199801)15:1<3::aid-mar2>3.0.co;2-i.

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11

Høgevold, Nils, Goran Svensson, and Carmen Otero-Neira. "Trust and commitment as mediators between economic and non-economic satisfaction in business relationships: a sales perspective." Journal of Business & Industrial Marketing 35, no. 11 (April 21, 2020): 1685–700. http://dx.doi.org/10.1108/jbim-03-2019-0118.

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Purpose This paper aims to test trust and commitment as mediators between economic and non-economic satisfaction in seller business relationships in contrast to previous studies on buyer business relationships. Design/methodology/approach Based on a cross-industry sample of Norwegian companies with sales or marketing managers/directors or key account managers. Key informants were selected to participate who adhered to specific criteria, such as their designations should be sales or marketing managers/directors or key account managers. Findings Trust and commitment mediate between economic and non-economic satisfaction in seller business relationships in line with what has been previously tested and retested across contexts and through time in buyer business relationships. Research limitations/implications This study helps in establishing an extended foundation to assess the structural properties between economic and non-economic satisfaction, as well as trust and commitment, in business relationships based on seller and or buyer perspectives. Practical implications The tested seller business relationship research model provides a corporate foundation for assessing the seller perspective of business relationships. It also provides a corporate foundation for combining the seller perspective with that of the customer perspective. Originality/value To the best of the authors’ knowledge, it is the first study based on seller business relationships that validates the research model reported in multiple previous studies based on buyer business relationships.
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12

Cannon, Joseph P., and William D. Perreault Jr. "Buyer-Seller Relationships in Business Markets." Journal of Marketing Research 36, no. 4 (November 1999): 439. http://dx.doi.org/10.2307/3151999.

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13

Cannon, Joseph P., and William D. Perreault. "Buyer–Seller Relationships in Business Markets." Journal of Marketing Research 36, no. 4 (November 1999): 439–60. http://dx.doi.org/10.1177/002224379903600404.

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14

Leminen, Seppo. "Business logic in buyer‐seller relationships." Management Decision 39, no. 8 (October 2001): 660–65. http://dx.doi.org/10.1108/eum0000000005927.

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15

Walter, Achim, Thomas Ritter, and Hans Georg Gemünden. "Value Creation in Buyer–Seller Relationships." Industrial Marketing Management 30, no. 4 (May 2001): 365–77. http://dx.doi.org/10.1016/s0019-8501(01)00156-0.

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16

Powers, Thomas L., and William R. Reagan. "Factors influencing successful buyer–seller relationships." Journal of Business Research 60, no. 12 (December 2007): 1234–42. http://dx.doi.org/10.1016/j.jbusres.2007.04.008.

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17

Dowling, Michael J., and Timothy W. Ruefli. "Buyer-seller relationships and technology strategy." Journal of High Technology Management Research 3, no. 2 (September 1992): 289–302. http://dx.doi.org/10.1016/1047-8310(92)90016-u.

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18

Bobot, Lionel. "Retracted:Conflict management in buyer-seller relationships." Conflict Resolution Quarterly 27, no. 3 (March 2010): 291–319. http://dx.doi.org/10.1002/crq.260.

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19

Mora Cortez, Roberto, and Wesley J. Johnston. "How to recover B2B relationships after a failed online reverse auction." Journal of Business & Industrial Marketing 35, no. 3 (June 3, 2019): 551–63. http://dx.doi.org/10.1108/jbim-02-2019-0095.

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Purpose This paper aims to explore the possible scenarios after a failed reverse auction to continue a current buyer–seller relationship. Design/methodology/approach The authors developed a further understanding of reverse auctions through the examination of a longitudinal case study in the mining industry based on grounded theory. Findings The study indicates that losing a reverse auction is not a death sentence for the current supplier. Four factors influence the potential scenarios: buyer factors, supplier factors, buyer–seller factors and contextual factors. If the overall evaluation favors the current buyer–seller relationship, the supplier can continue the business interaction by full renegotiation or discrete step-by-step reconsideration. Conversely, the buyer–seller relationship would reach a state of dissolution. Originality/value This manuscript contributes to the understanding of reverse auction, an under-researched theme in organizational buying behavior theory. This paper is the first attempt to link buyer–seller relationship dissolution and reverse auctions. The authors suggest that more academic endeavors are needed to study online reverse auctions.
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20

Theng Lau, Geok, and Mark Goh. "Buyer‐seller relationships in the PCB industry." Supply Chain Management: An International Journal 10, no. 4 (September 1, 2005): 302–12. http://dx.doi.org/10.1108/13598540510612776.

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PurposePrior research has suggested that the key to industrial purchasing success lies in the time development and maintenance of long‐term relationships between buyers and sellers. Good relational exchanges can lead to higher product quality and better coordination with the suppliers. As such, the purpose of this article is to explain how the change of these relationships over time is critical to successful purchasing, especially in understanding the factors that influence the relational change.Design/methodology/approachThree mini case studies are presented as an attempt to capture the subtle development of buyer‐seller relationships in the Asian printed circuit board industry. The approach used in this paper is to treat the relationship development as a process through time using Ford's model from 1980. Ford's model is appropriate as it allows the examination of time effects in relationships, factors influencing the change and the implications of having close linkages.FindingsInitial results suggest that technological, social, time and actual distances, other than the quality of the relationships, can impact relationship development.Originality/valueThe results of this study suggest that buyers should consider carefully the influence of the geographical proximity of suppliers. As such, buyers could seek the services of personnel or departments who are more attuned to the supplier's local culture.
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21

Dampérat, Maud, and Alain Jolibert. "A dialectical model of buyer‐seller relationships." Journal of Business & Industrial Marketing 24, no. 3/4 (March 13, 2009): 207–17. http://dx.doi.org/10.1108/08858620910939750.

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PurposeThe purpose of this paper is to focus on building and testing a model of buyer‐seller relationships from a dialectical perspective. It aims to provide both academics and managers with a better understanding of the relationships among the key relational variables in business settings. The model distinguishes four levels of social complexity (individual, interaction, relationship, and intergroup level) and includes the key relational variable for each level.Design/methodology/approachData were collected from 151 French professional buyers. Exploratory and confirmatory factor analysis was used to test the validity of the measures. The hypotheses were tested using structural equation modeling. The empirical test includes linear, non‐linear, moderating, and mediating effects testing.Research limitations/implicationsThe limitations of the study relate to the sample of respondents and the measurement scales. More precisely, the sample is based on a unique company's customer data file and a single informant source. Results confirm the hypothesized model and its four‐level structure.Practical implicationsThis study demonstrates that buyer relational orientation as well as seller expertise influence the course of business relationships. Although the necessity to train salespeople is obvious, the importance of training buyers is not as well documented. This study shows that they both need to be trained to manage business relationships appropriately.Originality/valueThis research examines the relationships among the key relational variables within a framework of four successive levels of explanation. It provides an alternative approach to studying business relationships.
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22

Smith, Brock. "Buyer-Seller Relationships: Bonds, Relationship Management, and Sex-Type." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 15, no. 1 (April 8, 2009): 76–92. http://dx.doi.org/10.1111/j.1936-4490.1998.tb00153.x.

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23

Clements, Michael Dj, David L. Dean, and David A. Cohen. "Proposing an operational classification scheme for embryonic cooperative relationships." Journal of Management & Organization 13, no. 1 (March 2007): 51–64. http://dx.doi.org/10.1017/s1833367200003904.

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AbstractSuccessful buyer/seller relationships have become recognised as essential for firms to remain competitive in the marketplace. Today's business climate encourages firms to not just compete on product or service attributes, but also on their ability to differentiate themselves from other firms. Supply chains provide firms this point of differentiation ensuring firms better competitive positioning as a result of being able to leverage themselves on the strengths of the supply chain, not just on the individual strengths of the firm. However, to maintain an effective role as a participant in a supply chain, firms must be able to develop and maintain cooperative relationships with other firms. In order to develop these relationships, firms need to be able to distinguish between different levels of relationship and be able to understand which relationships are worth developing further and which ones are not.Whilst supply chain literature acknowledges firm progression from transactional to relational exchange, there is less agreement of the number of levels of both buyer/seller relationships in this theoretical continuum. This article proposes a theoretical continuum of relationship levels based on cross discipline literature and identifies objective classification criteria for relationship levels from both the buyer and the seller. Economic, behavioural and relational research is collectively used to explain the complexity of the ever evolving nature of inter-firm relationships. The article concludes by establishing a research model that proposes these levels of relationships are identifiable for both the buyer and the seller.
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Clements, Michael Dj, David L. Dean, and David A. Cohen. "Proposing an operational classification scheme for embryonic cooperative relationships." Journal of Management & Organization 13, no. 1 (March 2007): 51–64. http://dx.doi.org/10.5172/jmo.2007.13.1.51.

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AbstractSuccessful buyer/seller relationships have become recognised as essential for firms to remain competitive in the marketplace. Today's business climate encourages firms to not just compete on product or service attributes, but also on their ability to differentiate themselves from other firms. Supply chains provide firms this point of differentiation ensuring firms better competitive positioning as a result of being able to leverage themselves on the strengths of the supply chain, not just on the individual strengths of the firm. However, to maintain an effective role as a participant in a supply chain, firms must be able to develop and maintain cooperative relationships with other firms. In order to develop these relationships, firms need to be able to distinguish between different levels of relationship and be able to understand which relationships are worth developing further and which ones are not.Whilst supply chain literature acknowledges firm progression from transactional to relational exchange, there is less agreement of the number of levels of both buyer/seller relationships in this theoretical continuum. This article proposes a theoretical continuum of relationship levels based on cross discipline literature and identifies objective classification criteria for relationship levels from both the buyer and the seller. Economic, behavioural and relational research is collectively used to explain the complexity of the ever evolving nature of inter-firm relationships. The article concludes by establishing a research model that proposes these levels of relationships are identifiable for both the buyer and the seller.
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25

Abramson, Neil R. "Building and Maintaining Effective Buyer-Seller Relationships." Journal of Promotion Management 12, no. 1 (July 10, 2005): 129–50. http://dx.doi.org/10.1300/j057v12n01_08.

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26

Román, Sergio. "Salesperson's listening in buyer–seller service relationships." Service Industries Journal 34, no. 7 (May 9, 2014): 630–44. http://dx.doi.org/10.1080/02642069.2014.886195.

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27

Varey, Richard J., Roger Baxter, Roderick J. Brodie, Richard W. Brookes, Carolin Plewa, Pascale Quester, and Sharon Schembri. "Buyer-Seller Relationships: Australasian Research and Reflections." Journal of Customer Behaviour 4, no. 1 (March 1, 2005): 127–46. http://dx.doi.org/10.1362/1475392053750289.

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28

Wilson, D. T. "An Integrated Model of Buyer-Seller Relationships." Journal of the Academy of Marketing Science 23, no. 4 (September 1, 1995): 335–45. http://dx.doi.org/10.1177/009207039502300414.

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29

Leminen, Seppo. "Development of gaps in buyer‐seller relationships." Management Decision 39, no. 6 (August 1, 2001): 470–74. http://dx.doi.org/10.1108/eum0000000005564.

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The purpose of this study is to increase understanding of the dynamics of gaps in buyer‐seller relationships. Increasingly complex, fast changing, and dynamic business environments provide a rich research environment for analysing dynamics of gaps in business relationships. Traditionally gaps have been examined from the static and single party perspective. However, dyadic buyer‐seller relationships can be revealed, described, and analysed in new ways by viewing intraorganisational and interorganisational gaps longitudinally as chains of interactions in relationships and from the perspectives of several parties. The dynamic gaps of the relationships are described and analysed longitudinally from the perspective of gaps for the first time.
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30

Hammervoll, Trond, and Kjell Toften. "Value‐creation initiatives in buyer‐seller relationships." European Business Review 22, no. 5 (August 31, 2010): 539–55. http://dx.doi.org/10.1108/09555341011068930.

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31

Kalafatis, Stavros P. "Buyer–seller relationships along channels of distribution." Industrial Marketing Management 31, no. 3 (April 2002): 215–28. http://dx.doi.org/10.1016/s0019-8501(00)00118-8.

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32

Ford, David. "Buyer/seller relationships in international industrial markets." International Executive 27, no. 1 (1985): 13–14. http://dx.doi.org/10.1002/tie.5060270104.

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33

Shahanaghi, Kamran, and Maryam Keyvani Rad. "New Approach of Multistage Model in Supply Chain with Game Theory." Modern Applied Science 10, no. 4 (February 2, 2016): 112. http://dx.doi.org/10.5539/mas.v10n4p112.

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<p>This paper researches the relationships between seller and buyer with regard to game theory. The research continues by assuming an indirectly managing by an Intermediation. The intermediation is considered as third party who tried to decrease the distance between seller and buyer willing. In our proposed methodology, Bi-level programming is used for modeling the decision making between seller and buyer in supply chain, and then extend the model in Multi-level decision making. In the presented solution, the third part offers a price to each of the seller and buyer individually and supposed as leader. Final answers of described algorithms are Nash equilibrium point for supply chain. The object of seller and buyer are considered as a follower in each stage. Profits maximization for sellers and buyer are calculated by considering their own constraints.</p>
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34

Mwesiumo, Deodat, Arnt Buvik, and Otto Andersen. "Contractual safeguarding of specific assets in cross-border and domestic buyer–supplier relationships." Journal of Strategic Contracting and Negotiation 4, no. 3 (September 2018): 167–85. http://dx.doi.org/10.1177/2055563620918866.

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Safeguarding specific investments and mitigation of potential opportunistic behaviours are among the most prominent functions of formal contracting in buyer–seller relationships. Extending the extant literature, the present study investigates the relationship between specific investments and the extent of formal contracting in cross-border and domestic relationships. Based on a sample of 156 buyer–seller relationships, the analysis shows that there is a positive association between specific investments and the extent of formal contracting. However, the emphasis on formal contracting is stronger in cross-border relationships than in the domestic ones. Interestingly, the association between specific investments and formal contracting becomes even stronger in cross-border relationships.
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Athaide, Gerard A., Jason Q. Zhang, and Richard R. Klink. "Buyer relationships when developing new products: a contingency model." Journal of Business & Industrial Marketing 34, no. 2 (March 4, 2019): 426–38. http://dx.doi.org/10.1108/jbim-02-2018-0091.

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Purpose The purpose of the paper is to develop and test a contingency model of buyer involvement when developing new products in technology-based industrial markets. Information Dissemination and degree of product co-development are identified as two behavioral dimensions of seller–buyer relationships. Further, the paper proposes that perceived buyer knowledge, innovation discontinuity, product customization and technological uncertainty moderate the impact of the behavioral dimensions on sellers’ relationship satisfaction. Design/methodology/approach The paper uses moderated regression on a data set of 296 small and mid-sized firms in a variety of high-tech industries to test relevant hypotheses. Findings The authors find that sellers can enhance relationship satisfaction by engaging in either unilateral or bilateral relationships. This is important because sellers have to be judicious in expending their relationship resources. While information dissemination is more satisfying when targeting less knowledgeable buyers, product co-development enhances satisfaction when targeting more knowledgeable buyers. Similarly, information dissemination can enhance satisfaction for discontinuous innovations; in contrast, product co-development has a similar outcome for customized products. However, when technological uncertainty is high, such co-development leads to reduced satisfaction. Originality/value Extant literature provides useful insights on the behavioral dimensions of seller–buyer relationships, the antecedents and consequences of such relationships and the stages of the new product development process when such relationships are more valuable. Despite this progress, important gaps remain in current understanding of seller–buyer relationships. In particular, findings regarding the contribution of relationships to desired outcomes are inconsistent. This suggests that important moderators of the relationship–outcomes link are being overlooked and warrant greater attention. This paper addresses this deficiency.
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Kozlenkova, Irina V., Robert W. Palmatier, Eric (Er) Fang, Bangming Xiao, and Minxue Huang. "Online Relationship Formation." Journal of Marketing 81, no. 3 (May 2017): 21–40. http://dx.doi.org/10.1509/jm.15.0430.

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As online shopping evolves from being primarily transactional to being more relational, sellers aim to form online relationships. This article investigates online relationship formation, identifies the performance payoffs that result from forming different types of online relationships (unilateral vs. reciprocal), and tests the most effective relationship-building strategies. Study 1, based on a longitudinal buyer-level analysis of an online shopping community, reveals that buyers use community-, seller-, and buyer-generated signals to identify suitable relationship partners and reduce online shopping risk. These signals generally diminish in importance as buyers gain experience but become more important when buyers are forming reciprocal relationships. Study 2 evaluates the dynamic payoffs of online relationship formation (seller-level analysis) on sales; the effect on sales of reciprocal relationships is three times greater and lasts seven times longer than that of seller-initiated, unilateral relationships. Study 3 is a field experiment testing managerially actionable strategies for leveraging relationships to grow online sales. Tenets arising from differences between online and offline relationships, together with the results from the three studies, inform an emerging theory of online relationships.
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37

Kang, Bohyeon. "The Antecedents of Communication in Buyer-Seller Relationships." Indian Journal of Marketing 44, no. 3 (March 1, 2014): 5. http://dx.doi.org/10.17010/ijom/2014/v44/i3/80424.

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38

Bradford, Kevin D., and Barton A. Weitz. "Salespersons’ Management of Conflict in Buyer–Seller Relationships." Journal of Personal Selling & Sales Management 29, no. 1 (December 2009): 25–42. http://dx.doi.org/10.2753/pss0885-3134290102.

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39

Sriram, Ven, and Venkatapparao Mummalaneni. "Determinants of Source Loyalty in Buyer-Seller Relationships." Journal of Purchasing and Materials Management 26, no. 4 (September 1990): 21–26. http://dx.doi.org/10.1111/j.1745-493x.1990.tb00517.x.

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40

Fink, Robert C., Kenneth J. Hatten, James P. Keeler, William L. James, and Linda F. Edelman. "Relational focus in long duration buyer-seller relationships." International Journal of Management and Decision Making 16, no. 1 (2017): 73. http://dx.doi.org/10.1504/ijmdm.2017.082510.

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Edelman, Linda F., James P. Keeler, Kenneth J. Hatten, and Robert Fink. "Relational Focus in Long Duration Buyer Seller Relationships." International Journal of Management and Decision Making 16, no. 1 (2017): 1. http://dx.doi.org/10.1504/ijmdm.2017.10002665.

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42

Wilson, David T., and Richard P. Vlosky. "Interorganizational information system technology and buyer‐seller relationships." Journal of Business & Industrial Marketing 13, no. 3 (June 1998): 215–34. http://dx.doi.org/10.1108/08858629810222225.

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Palmer, Adrian. "The role of selfishness in buyer‐seller relationships." Marketing Intelligence & Planning 20, no. 1 (February 2002): 22–27. http://dx.doi.org/10.1108/02634500210414738.

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Mangus, Stephanie M., Dora E. Bock, Eli Jones, and Judith Anne Garretson Folse. "Gratitude in buyer-seller relationships: a dyadic investigation." Journal of Personal Selling & Sales Management 37, no. 3 (July 3, 2017): 250–67. http://dx.doi.org/10.1080/08853134.2017.1352447.

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45

Voldnes, Gøril, and Kjell Grønhaug. "Cultural adaptation in cross-national buyer-seller relationships." International Journal of Emerging Markets 10, no. 4 (September 21, 2015): 837–57. http://dx.doi.org/10.1108/ijoem-11-2012-0152.

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Abstract:
Purpose – The purpose of this paper is to investigate how buyers and sellers in cross-cultural business relationships manage cultural differences to ensure functional, successful business relationships. Failure to consider specific cultural issues may lead to the failure of business ventures crossing national borders. To succeed in today’s global business market, it is critically important to understand and manage cultural differences. Adapting to each other’s cultures is one way of managing cultural differences between business actors. Design/methodology/approach – A qualitative, explorative approach examining both sides of the exchange dyad was adopted to obtain insight into adaptation as perceived by both buyer and seller. Findings – The results of this study indicate that mainly Norwegian sellers adapt to the Russian culture and way of conducting business. This is explained by power asymmetry between partners, as well as cultural barriers and lack of cultural sensitivity from the Norwegian partners. Still, the business relationships function well. Practical implications – Knowledge of and applying strategies for managing cultural differences should be helpful for business managers engaged or planning to engage in business ventures with Russia and Norway – especially those doing so for the first time. Originality/value – The study provides new and important information about West-East business relationships and how to manage cultural differences in cross-cultural business relationships. The study shows that business relationships can function well in spite of the absence of some factors previously found to have detrimental effects on these relationships. In addition, the study investigates both sides of the buyer-seller dyad, which is a limitation in previous studies of adaptation.
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46

Meehan, Joanne, and Gillian H. Wright. "The origins of power in buyer–seller relationships." Industrial Marketing Management 41, no. 4 (May 2012): 669–79. http://dx.doi.org/10.1016/j.indmarman.2011.09.015.

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Sichtmann, Christina. "Buyer-Seller Relationships and the Economics of Information." Journal of business market management 1, no. 1 (March 2007): 59–78. http://dx.doi.org/10.1007/s12087-007-0004-7.

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Simpson, James T., and Brent M. Wren. "Buyer-seller relationships in the wood products industry." Journal of Business Research 39, no. 1 (May 1997): 45–51. http://dx.doi.org/10.1016/s0148-2963(96)00150-6.

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Krapfel, Robert E., Deborah Salmond, and Robert Spekman. "A Strategic Approach to Managing Buyer‐Seller Relationships." European Journal of Marketing 25, no. 9 (September 1991): 22–37. http://dx.doi.org/10.1108/eum0000000000622.

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Bianchi, Constanza C. "Do Cultural Differences Affect International Buyer-Seller Relationships?" Journal of International Consumer Marketing 18, no. 4 (October 11, 2006): 7–32. http://dx.doi.org/10.1300/j046v18n04_02.

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