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In response to calls to reduce the gender gap in the salesforce, this study aims to examine the effect of candidate gender, manager gender and industry to explain gender bias in salesperson recruitment during screening and skill assessment.

This paper tested the hypotheses using observational data from a national sales competition in the USA, where managers evaluated student candidates for entry-level sales positions.

This research finds gender bias during screening using the dyadic perspective. Specifically, female managers evaluate male candidates more favorably than male managers do during screening. Further, managers of service companies evaluate female candidates more favorably than managers of goods companies during screening. However, this paper finds no such effects during candidates’ skill assessment.

The findings indicate the importance of using dyadic research techniques to assess gender bias.

Managers should not use short interactions to screen candidates.

Implicit bias exists when candidates and managers interact during screening. To reduce gender bias in recruitment the candidates and managers should interact for a longer duration.

This study draws upon a unique setting, where the candidates interact with the managers for screening and skill assessment. Implicit bias exists when candidates and managers interact for screening under time pressure. This paper finds no evidence of gender bias in skill assessment. This study finds that female managers are more prone to bias when evaluating male candidates than male managers. Prior work has not examined industry-based bias; this paper provides evidence of such bias in candidate screening.

The purpose of this paper is to develop an understanding of what constitutes relationship quality in four different countries. The paper shows which attributes are important in assessing relationship quality and how they vary in importance among countries.

Conjoint analysis was used to derive how managers trade‐off different attributes of relationship quality. These attributes were: the levels of trust in the relationship, the understanding of each others' needs, the integration of systems between the two companies, the use or abuse of power, and the profit resulting from the interactions. Cluster analysis was used to classify the respondents in order to check if the overall results were indicative of a general consensus among the managers concerned, or alternatively if there were different perspectives on what constituted good quality relationship.

Whilst the routes to develop relationships may vary between different countries, the attributes which make up relationships are also likely to be valued differently in various places around the world.

Conjoint analysis questions are difficult to answer; making it difficult to have large sample sizes. However, further studies should try to consider increasing the sample size.

The paper shows that there are indeed differences between what it is that managers seek from the relationships that they have to manage: but while noting certain national traits that seem to dominate within particular cultures, there is still variance in the individual datasets, pointing to the fact that managers have to manage their portfolio of relationships in an individual way.

This is the first study that compares the importance of relationship quality within and between four counties.

The purpose of this paper is to gain a deeper understanding of the attributes of effective complaint management in business‐to‐business relationships, and to reveal the underlying benefits that buying organizations are looking for when complaining.

A semi‐standardized qualitative technique called laddering was applied successfully to an online environment with 22 representatives of companies in the manufacturing industry participating.

The resulting hierarchical value map displays 13 attributes which exemplify the complaint resolution management expectations. A total of 14 constructs represent consequences of such resolution activities, while four constructs can be interpreted as values. Take “Quick action” is the most important of the expected attributes and behaviours of complaint resolution management. Four consequences seem to dominate the assessment: Financial benefits, Prevention of future problems, Solution, and Effective resolution handling. “Maintain supplier relationships” appears as a dominant value in the perceptions of respondents, with half of them mentioning this as an end.

Owing to the exploratory nature of the study in general and the scope and size of its sample in particular, the findings are tentative in nature. The study involved a group of representatives of large UK manufacturing companies with complaint handling responsibilities and so the results cannot be generalised.

The findings enrich the existing limited stock of knowledge on complaint management in business relationships by developing a deeper understanding of the attributes that complaining customer companies desire from suppliers, as well as the underlying business logic (i.e. values) for these expectations. The quality of the results also suggests that the laddering questionnaire technique can be transferred effectively to an online environment.