营销渠道中的渠道关系、权力使用与投机行为

文章基于营销渠道行为及关系营销理论,以制造商与其经销商之间的关系为研究平台,检验了制造商的关系营销导向以及跨组织私人关系对其使用权威机制以及经销商投机行为的影响。研究结果表明:制造商的关系营销导向对于其使用非强制性权力有显著的正向影响,对其使用强制性权力虽然没有直接影响,但会通过跨组织私人关系(情感性与工具性)产生负向影响;制造商与其经销商之间的跨组织私人关系(情感性与工具性)会抑制制造商使用强制性权力,工具性私人关系会促进其使用非强制性权力;制造商使用强制性权力会加重经销商的投机行为。最后,讨论了研究结果与应用及未来的研究方向。     

制造商权力策略对经销商绩效的影响研究

本文从经销商视角界定了渠道绩效的概念,并依据认知评价理论提出了权力运用与经销商绩效间的关系,通过问卷调查并利用因子分析及多元线性回归分析验证了研究假设.实证分析结果表明,制造商威胁策略的使用,对经销商绩效有消极影响;而建议策略与许诺策略的使用,则对经销商绩效产生积极影响.     

制造商关系投资与经销商忠诚关系的探析

本文从关系质量视角出发,以中国家电行业为背景,研究了制造商关系投资通过关系质量间接对经销商忠诚的影响。通过对实证调研数据进行分析发现,普通关系专用投资对经销商信任与承诺有显著影响,人情投资对经销商信任影响显著,两者通过信任与承诺最终对经销商忠诚产生正向影响。     

渠道互依不对称性与渠道权力使用策略:分销商投机氛围的权变影响

针对渠道互依不对称性与企业渠道权力的使用策略之间关系的研究较少,且存在结论不一致的情况,本文引入投机氛围这一情境因素.得到研究结果:其一,分销商投机氛围低时,制造商和分销商中任何一方相对更依赖对方的程度越大,制造商均会越多地使用强制性权力和非强制性权力;其二,分销商投机氛围高会减弱分销商相对更依赖程度对制造商使用强制性...     

解决三元渠道网络中的代理问题：制造商“跨桥”治理机制的治理效果

为解决营销渠道中的代理问题,学界探索了一系列有效的治理机制来规范二元渠道关系,但针对二元渠道关系的治理机制无法解决三元渠道关系网络中的代理问题。文章依托代理理论,以三元渠道网络为分析单位,在以往研究基础上进一步实证检验制造商“跨桥”治理机制的双重治理效果和制造商市场地位的调节作用。研究结果表明,制造商“跨桥”治理机制具有“双刃剑”效应：当制造商的市场地位较低时,制造商“跨桥”治理机制具有促进与经销商间的信息共享的积极效果,但也具有降低经销商对制造商的承诺的消极效果,且这种消极效果在制造商的市场地位较高时得到强化。     

渠道权力应用、冲突与合作:营销渠道网络结构嵌入的影响

传统渠道行为研究以两个渠道成员构成的二元渠道关系为分析单位,而忽略了渠道关系嵌入其中的渠道关系网络的作用。针对这一理论缺陷,文章将社会网络理论中的两个变量——网络密度和网络中心性引入渠道权力、冲突与合作研究框架,从社会网络结构嵌入的角度尝试将渠道权力研究从二元分析向网络分析方向推进。通过对调查数据的分析,检验了经销商群体的网络密度和经销商的网络中心性对制造商渠道权力应用的影响。研究结果表明,经销商网络密度和网络中心性均对制造商应用非强制性权力有显著正向影响,而对应用强制性权力无显著影响。文章研究发现为探索将渠道行为研究从二元分析范式向网络分析转向提供了经验。     

企业社会资本对渠道权力与依赖的影响

传统渠道权力与依赖研究将研究视野局限在由两个渠道成员构成的二元渠道关系内,关注关系内的资源依赖特征而缺少对关系以外更大范围的渠道关系网络的关注。针对这一缺陷,文章引入了社会资本理论,并实证性地考察了制造商社会资本对其渠道权力和经销商依赖的影响。研究发现,制造商的社会资本对其渠道权力有显著的正向影响,但对经销商的渠道依赖没有显著影响。同时,以中国本土社会心理学理论为基础,研究证实在中国文化背景下渠道权力作为依赖的前因变量对其有显著的正向影响。     

企业间关系质量：渠道影响策略的权变模型

文章基于渠道行为与嵌入理论,探讨了营销渠道中的经济型影响策略（组织间强制性影响策略和非强制性影响策略）与社会型影响策略（组织间人际影响策略）对企业间关系质量的影响。通过对152家制造商的调查数据分析发现：企业在治理渠道关系时,使用组织间强制性影响策略会降低它与合作伙伴之间的关系质量;使用组织间非强制性影响策略对它与合作伙伴之间关系质量的影响不显著;使用组织间人际影响策略则有助于提高它与合作伙伴之间的关系质量。此外,组织间人际影响策略还会减弱组织间强制性影响策略对企业间关系质量的负面影响。     

制造商价格促销策略对经销商订货水平影响的实证研究

选用来源于中国新型建材制造行业348家经销商的数据,采用多无线性回归,实证检验了奖励型价格策略、威胁型价格策略和返利等三种不同的价格促销策略对经销商订货水平的影响.研究发现,奖励型价格策略对经销商的订货水平有显著正向影响,而威胁型价格策略对经销商的订货水平有显著负向影响;制造商返利策略对促进经销商的订货水平有显著正向影响,返利任务完成对经销商的订货水平有显著正向影响,而返利比例对经销商的订货水平有显著负向影响.研究还发现,返利完成与否跟返利比例对经销商订货水平存在显著的交互效应.研究揭示了面对制造商不同的价格策略时,经销商订货水平的不同表现,对指导企业管理者价格促销策略的运用和制造商关系管理具有较强的借鉴价值和实践意义.     

渠道成员关系承诺影响因素实证研究

营销渠道成员的关系保持是营销人员长期以来十分关注的焦点问题。以调查问卷的形式对武汉电子产品的经销商进行了实地调研，从经销商的视角，研究了武汉市电子产品行业各个渠道影响因素对l关系承诺的作用情况，为制造商更好地处理和改善渠道关系提出了若干建议。     

中国汽车产业上市公司生产效率研究

基于2001-2008年中国17家汽车生产企业的面板数据,本文采用数据包络分析方法和Malmquist生产率指数分析方法,测算各年度各样本汽车生产企业的实际生产效率,包括技术效率、纯技术效率和规模效率等三项指标,并得到2001-2008年间各企业生产效率的排名。测算样本企业的全要素生产率结果显示,中国汽车生产企业的全要素生产效率整体呈现逐年上降趋势。     

Distribution Channel Decentralization and Strategic Durability Choice

In a simple two‐period setting we examine a decentralized distribution (marketing) channel consisting of an up‐stream durable‐goods manufacturer and down‐stream retailer. The manufacturer sets the wholesale price and the product’s durability while the retailer selects an output level. We show that in this setting, the profit‐maximizing manufacturer unambiguously selects a higher durability than the socially efficient (cost‐minimizing) level in both uncommitted sales and rental markets. We show this ‘reversed planned obsolescence’ result is due to the strategic benefit of durability in this double‐marginalization (double monopoly mark‐up) setting. This is in stark contrast to the usual integrated channel result where the profit‐maximizing manufacturer will select an efficient level of durability in rental markets and an inefficiently low durability in uncommitted sales markets (due to the selling firm’s commitment problem with potential buyers). Intuitively, with a decentralized distribution channel, the manufacturer faces potential commitment problems with both current buyers and its down‐stream retailer. We show, only in cases where both sources of commitment issues are removed (i.e. the manufacturer can credibly commit to both potential buyers and its retailer), will the profit‐maximizing durability choice be socially efficient.     

Reactions to disappointing performance in manufacturer–distributor relationships: The role of escalation and resource commitments

A model is presented of an exchange episode between a manufacturer and a distributor that generates disappointing performance outcomes. The authors suggest that manufacturers commit different types of resources in the initial stages of relationships with distributors, which affect both the distributor's ability and willingness to achieve performance goals. These initial resource commitments affect the commitment of further resources, after the receipt of negative outcomes, both directly (through a mental budgeting process) and indirectly (through the attributions made about the cause of the disappointment). The authors use resource theory, attribution theory, and research on escalation of commitment to structure their conceptual framework and research propositions. © 1997 John Wiley & Sons, Inc.     

The role of the seven dimensions of job satisfaction in salesperson's attitudes and behaviors

To date, the majority of studies on job satisfaction use either a global measure or the JDI measure. To extend current research, this study uses the seven dimensions of job satisfaction as described by Churchill et al. [Churchill, G.A., Ford, N.M., Walker, O.C. Measuring the job satisfaction of industrial salesmen. J Mark Res 1974; 11 (3): 254-260.] to explore the relationship between job satisfaction, emotional exhaustion, organizational commitment and propensity to leave. Findings suggest that: 1) emotional exhaustion only relates to certain dimensions of job satisfaction and 2) job satisfaction dimensions related to organizational commitment and propensity to leave are not necessarily the same. Overall, this research provides an argument for the use of the seven dimension job satisfaction scale, as opposed to global measures or the JDI measure.     

Hospital career management systems and their effects on the psychological state and career attitudes of nurses

The purpose of this study is to examine the effects of organizational career management efforts on the emotional states and to investigate how such emotional states shape the employees’ career attitudes. By investigating the responses from 280 nurses, we tested our research model through the structural equation modeling-based analysis. The results confirmed the effects of job rotation and assessment among the elements of the career management system on emotional states. The effects of emotional states on career attitudes—career commitment, career withdrawal, and turnover intention—were also revealed from data analysis.     

Emotional labor's impact in a retail environment

It is essential for organizations to understand and manage salespeople's emotions. By monitoring the effects of emotions on the job, management can promote and enhance its sales force. However, the literature on salespersons' emotions has been largely overlooked. This paper establishes an integrative emotional labor process model to better understand the emotional component of the sales force in a retail context. Specifically, the paper examines the impact of emotional labor and emotional exhaustion in relation to job satisfaction and organizational commitment. Findings suggest that emotional labor predicts both job satisfaction and organizational commitment, while emotional exhaustion only predicts job satisfaction.     

Exclusive dealing without territory exclusivity in multichannel systems: managing channel conflict and driving commitment

The exclusive dealing literature suggests that manufacturers should protect exclusive dealers (ED) from intrabrand competition by assigning exclusive territories (ET). We consider ED systems without ET and investigate how manufacturers can enhance ED channel outcomes, such as the ED’s level of commitment to the relationship, by strategically managing its downstream communication efforts with ED and non-ED channels. We show that these cross-channel communication efforts (i.e., the quality of communication between the manufacturer and non-ED resellers in the ED reseller’s territory) are important drivers of relationship conflict and commitment for ED resellers, while playing a limited role for non-ED resellers. These results underscore the need for manufacturers to understand the perspectives and behaviors of each individual channel within a multichannel system and manage their different distribution channel types as an integrated system. We find support for our hypotheses in a sample of 672 observations corresponding to different ED and non-ED resellers selling a manufacturer’s product-line across several European countries.     

Customer‐oriented selling: Exploring the roles of emotional intelligence and organizational commitment

Professional salespeople are often placed in situations where role conflict and ambiguity are prevalent. They are generally expected to sell a firm's products and services to generate immediate profits, while simultaneously building customer satisfaction and promoting lifetime customers and the long‐term economic viability of the firm. The concept of customer‐oriented selling illustrates the conflict, as salespeople are required to forgo immediate benefits in lieu of long‐term rewards. The purpose of this study was to determine the relationships existing between customer‐oriented selling, emotional intelligence, and organizational commitment. The results indicate that a salesperson's customer orientation level is significantly related to emotional intelligence. Implications of the findings indicate that managers should consider using emotional intelligence as a selection and human‐resource development tool, as improvements in emotional intelligence are correlated with greater levels of customer orientation. © 2004 Wiley Periodicals, Inc.     

Retailer service acceptance: simply adding a service to the offer portfolio or committing to marketing it

By virtue of their significant influence on customers’ decisions, retailers’ acceptance of a service plays a significant role in the success of that service. Therefore, retailers’ acceptance of the service and commitment to selling the service must be ensured. However, this issue has attracted limited attention in acceptance research, which tends to focus on goods, technologies and consumers. Based on a survey of consumer durables retailers in three countries, this study focuses on retailer acceptance of a complimentary use-guarantee service, which is meant to maintain customer’s ability to use a semi-durable consumer product. The results of this study link retailers’ perceived usefulness, and commitment & effort to their service acceptance. Manufacturer support was found to moderate the relationship between ease of use and acceptance. Further, nationality, retailer’s own use of the service as a consumer and the importance of the manufacturer’s business for retailers were important for retailer acceptance. Thus, manufacturers need to focus as strongly on retailer acceptance as on the end customer acceptance to ensure service success. They also need to ensure the usefulness of the service for retailer, give retailers a reason to commit to the service sales and provide enough support to make retailers comfortable in selling the service.     

Local Dealer Adoption of a Foreign Manufacturer-Sponsored Internet-Based Information System

ABSTRACT

Firms often use Internet-based interorganizational information systems (IBIS) to facilitate the integration of information and communication between channel members. However, in practice firms are sometimes reluctant or even refuse to adopt such systems, especially when sponsored by a foreign manufacturer to local dealers. This article presents an empirical study of 80 dealers faced with the IBIS decision from a large international tire manufacturer. The results indicate that perceived financial and usage benefits of the IBIS and security are important determinants of dealer adoption of an IBIS. Further, the results indicate that higher IBIS adoption levels correspond to changes in the nature of the channel relationship, operational and exchange benefits, and commitment of the dealer to the manufacturer.