Relationships in business markets: Exchange episodes,value creation,and their empirical assessment |
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Authors: | James C Anderson |
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Institution: | (1) the J. L. Kellogg Graduate School of Management, Northwestern University, USA |
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Abstract: | Conclusion David Wilson (1995) has provided us with much grist for thought with his integrated framework for customer-supplier relationship
development. In focusing on which constructs are “active” and therefore most meaningful at each stage, he has opened a new
vista for research in this area. Our models and empirical research ought to reflect this, but to date they largely have not.
I have suggested qualitative, longitudinal research as a preferred next step in gaining the knowledge that we will need to
make field-survey, longitudinal research worthwhile.
Wilson also is to be lauded for drawing greater attention to value creation as a central undertaking in customer-supplier
relationships. Understanding and actualizing value creation (and value sharing) are critical aspects of the market-sensing
and customer-linking capabilities in market-driven organizations (Day 1994), yet the mechanisms underlying them and the methodologies
for accurately assessing them remain largely unknown. Here, particularly for tool development research, it would seem to be
an opportune time for business marketing academics and practitioners to form their own collaborative relationships for mutual
gain.
His research interests are in working relationships between firms in business markets and measurement techniques. His articles
have appeared inHarvard Business Review, Journal of Marketing, Journal of Marketing Research, Management Science, Psychological Bulletin, andPsychometrika, among others. He has been vice president of the Business Marketing Division of the American Marketing Association and is
a fellow of the American Psychological Association. |
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Keywords: | |
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