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• W9163906 abstract "New organisational forms, including strategic partnerships and networks, are replacing simplemarket-based transactions and traditional, bureaucratic, hierarchical organisations (Webster, 1992). The shiftin the way marketing is being organised is accompanied by both environmental and structural changes(Morgan and Hunt, 1994; Palmer, 2000; Investor Digest, 2001 ). This new emerging paradigm of thoughtargues that it is more important to focus on the development and management of relationships than ondiscrete transactions (Ford, 1980; IMP Group, 1982; Webster, 1992; Gronroos, 1994a, 1994b, 1995, 1997a,1997b; Berry, 1995).These business-to-business buyer-seller trading interactions have been revealed to take place undera variety of governance structures (Bradach and Eccles, 1989; Heide, 1994 ), with each one undergoingdifferent stages of development (Dwyer et al., 1987). Despite this overall agreement, existing relationshipmarketing literature appears silent regarding the deciding factors that determine whether or not a businessrelationship is continued. More specifically the literature appears to lack any information and normativeguidelines as to the relative importance of criteria when assessing the performance of a business relationship(i.e., the relative importance of performance criteria within and between relationship development stages).Consequently, this study examined the bilateral governance structure, business relationshipdevelopment stages and performance measures in relationship marketing. A conceptual matrix frameworkwas developed with the most representative performance measures in the framework being operationalised.The framework was tested with the aid of self-completion questionnaires in the UK manufacturing sector,the study setting, which has been achieved through a positivist empirical situational study in the form ofscenarios.The findings provided an original contribution to academia through an evaluation of the relativeimportance of performance measures as deciding factors in furthering the development of a businessrelationship within a bilateral governance structure. For example, there was differential importance ofevaluation criteria within and between stages. Within all the stages trust was significant, whilst onlycommitment and transaction-specific asset investments were significant within the initiation stage;opportunistic behaviour was significant within the monitoring and termination stages; and distance within theinitiation and monitoring stages. When moving from the initiation to monitoring stage, commitment anddistance were significant. In addition, distance was also significant when moving from the monitoring totermination stages, and when moving from the initiation to termination stages, commitment andopportunistic behaviour were significant.In addition, a contribution has been made to business practice, through the development ofnormative managerial guidelines to aid decision-making when moving forward or not along the relationalcontinuum under a bilateral governance structure. For example, trust was found to be a significantdeterminant for all stages of the business relationship and remains constant across all these stages. Thisimplies that suppliers, whether potential or existing, should attempt to demonstrate high levels of trust at allstages of a business relationship. This can be achieved by different actions in different stages of the businessrelationship." @default.
• W9163906 created "2016-06-24" @default.
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• W9163906 date "2007-01-01" @default.
• W9163906 modified "2023-09-27" @default.
• W9163906 title "Performance measures and relationship development in a bilateral governance structure" @default.
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