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1 – 10 of over 53000Rajiv Mehta, Trina Larsen and Bert Rosenbloom
The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while…
Abstract
The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.
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Sushant Kumar, Charles Jebarajakirthy and Manish Das
Building on encapsulated interest account and motivated cognition account, this study aims to investigate how channel members extend trust in a channel leader when the channel…
Abstract
Purpose
Building on encapsulated interest account and motivated cognition account, this study aims to investigate how channel members extend trust in a channel leader when the channel leader applies various non-coercive power sources (e.g. referent, expert, legitimate and reward power). Besides, the study explored the changes in channel members’ trust in a channel leader when each non-coercive power source is coupled with coercive power sources.
Design/methodology/approach
Using survey items from previously validated scales, the study collected responses from 237 channel members of 3 paint distribution channels in India. Data were analysed using structural equation modelling and multi-group moderation analysis techniques.
Findings
Findings indicated that expert and reward power sources enhance trust in channel leaders while affective commitment mediates the effects of all the non-coercive power sources on trust. Further, coercive power weakens the effects of expert power on trust.
Research limitations/implications
The study is based on a cross-sectional survey and confines to the paint industry in India. Replicating this study in other countries and industries will better generalise the study’s findings.
Practical implications
The study recommends that channel managers use power sources to build trust in channel leaders. Consequently, they will be able to emphasise those specific power sources while developing channel management strategies.
Originality/value
The study contributes to a greater understanding of the power-trust relationship.
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Sushant Kumar and Pradip H. Sadarangani
Power is an important construct in retailing and channel literature. Power is studied in improving the performance of the firm, but less emphasis is given on the behavioral…
Abstract
Purpose
Power is an important construct in retailing and channel literature. Power is studied in improving the performance of the firm, but less emphasis is given on the behavioral changes that lead to an improvement in performance. The purpose of this paper is to focus on the relationship between sources of power and channel members’ trust, affective commitment, agent dependence and environmental munificence individually. Also, the paper examines the interrelationship among coercive, expert, referent, legitimate and reward sources of power.
Design/methodology/approach
The study uses a structured questionnaire to collect data from 214 channel members from an Indian oil company. The study uses a covariance-based structural equation modeling (SEM) approach for establishing the interrelationship among sources of power. Also, the study uses partial least squares SEM approach for determining the relationship between power sources and channel members’ behavior.
Findings
The study establishes that the dichotomous nature of power, i.e. coercive and non-coercive power source exists independently in an emerging country context. Further, coercive power sources are negatively and non-coercive power sources are positively associated with trust. Also, coercive and reward power sources are positively associated with agent dependence, whereas expert, referent and legitimate power sources are positively related to affective commitment. Finally, referent power is found to be positively associated with environmental munificence.
Practical implications
The paper offers several managerial implications. For practitioners, the paper highlights that application of coercive and non-coercive power sources can bring the desired change in channel members’ behavior. Also, acknowledging the power position between channel leader and channel member can foster more efficient association.
Originality/value
The paper contributes to the literature on channel management by enhancing the understanding of sources of power and their influence on the behavior of channel members. First, the study examines the relationship between channel members’ behavior of trust, affective commitment, agent dependence and environmental munificence and five sources of power. Second, the study establishes the interrelationship among sources of power. Finally, the paper outlines the implications for managers for effective use of sources of power in channel management.
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This paper aims to offer a quantitative methodology to identify and measure the gap between the communicated brand identity and perceived brand image by channel members and the…
Abstract
Purpose
This paper aims to offer a quantitative methodology to identify and measure the gap between the communicated brand identity and perceived brand image by channel members and the consumers. Brand marketers communicate with their target consumers to make them aware of brand identity and communicate the same way to the channel members directly. Channel members, in turn, convey the same to the end-users. Thus, a proper alignment of these three crucial nodes, namely, brand marketers, channel members and consumers, is inevitable for the efficient transfer of brand identity. However, in reality, not all are successful to synchronize communicated brand identity and image perception. So, the identification and measurement of identity-image gap is essential.
Design/methodology/approach
Based on the literature review, the authors propose a conceptual model for the study and generate the basic research questions. In this study, Kapferer’s brand identity prism has been taken as the focal point of study to measure brand identity. So far as the vector measure is concerned, a p-dimensional setup is present, each dimension representing each facet of Kapferer’s brand identity prism. Now, given these sets of observations, the authors introduce for each set, a multivariate distributional setup to represent the underlying population behavior.
Findings
In this study, a theoretical framework is proposed to identify and measure brand identity and image consistency. To minimize the problem associated with subjective decisions, an objective procedure has been proposed to measure the brand knowledge structure of company personnel, consumers and channel members about the considered brands. The results of this study show that brand knowledge consistency is missing among marketers, consumers and channel members for considered brands. The proposed methodology may help marketers to measure the identity-image gap in a more objective manner with pinpoint accuracy by adopting a quantitative approach.
Practical implications
The proposed methodology may help marketers to measure the identity-image gap in a more objective manner with pinpoint accuracy by adopting a quantitative approach. Once a gap is identified, it will be easy for marketers to adopt possible measures to bridge the gap. This helps brand marketers to understand the branding process more objectively.
Originality/value
To the best of the authors' knowledge, there is a lack of concrete quantitative approach, attempting to discuss the methodology to measure the gap between brand identity facets and brand image. In this backdrop, this might be the first paper offering a quantitative methodology to identify and measure the gap between the communicated brand identity and perceived brand image by channel members and the consumers.
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Rajiv Mehta, Trina Larsen, Bert Rosenbloom, Jolanta Mazur and Pia Polsa
Marketing channels exist in an increasingly competitive international and global environment. Consequently, many firms have reengineered their marketing channels systems by…
Abstract
Marketing channels exist in an increasingly competitive international and global environment. Consequently, many firms have reengineered their marketing channels systems by placing greater emphasis on fostering higher levels of cooperation among international channel participants. However, there are relatively few studies that explore cross‐cultural issues in marketing channels. Thus, investigating whether cultural differences influence how channel participants react to a firm’s channel strategies is an important issue that needs to be addressed. This study comparatively examines channel leadership styles, cooperation, and channel member performance across three divergent national cultures. More specifically, the study seeks to assess whether employing uniform channel strategies produces similar responses from channel members in different countries. Using data drawn from a sample of automobile dealerships in the USA, Finland, and Poland, inconsistent results were found, which suggest that using leadership stylesto foster cooperation among channel members across different national cultures on a standardized basis is not an appropriate channel strategy. Based on the findings, international channel management implications, limitations, and directions for future research are proferred.
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James R. Brown, Robert F. Lusch and Laurie P. Smith
A conceptual model was developed of distribution channel members′manifest conflicts and their satisfaction. From this model, hypothesesare generated, aimed at untangling the…
Abstract
A conceptual model was developed of distribution channel members′ manifest conflicts and their satisfaction. From this model, hypotheses are generated, aimed at untangling the causal relationship between these two constructs. Both a meta‐analysis of previous research and this first longitudinal study of distribution channel behaviour in the aircraft industry in North America of distribution channel behaviour uncovered a negative, contemporaneous relationship between satisfaction and conflict. Empirical study in the channel for an industrial product found the effect of channel member satisfaction over time to be mediated by the extent of manifest conflict. The impact of manifest conflict was found to be mediated by the degree of channel member satisfaction. In other words, channel member satisfaction and manifest conflict within the channel were both antecedents and consequences of each other.
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This article applies the theory of coalition formation in triads to channels of distribution. The theory explains alternative power strategies of weaker (smaller) channel members…
Abstract
This article applies the theory of coalition formation in triads to channels of distribution. The theory explains alternative power strategies of weaker (smaller) channel members to dominance by more powerful channel entities. Six pre‐coalition situations are examined to aid in predicting the possible conditions that may form, given an uneven distribution of power in the channel system. This type of analysis could be used to predict disadvantageous power combinations in the channels of distribution to the overall macro effectiveness of the channel system.
Mohammed Y.A. Rawwas, Basharat Javed, Karthik N.S. Iyer and Baochun Zhao
The purpose of this study was to examine the process of the use of management’s positivity and negativity sources and their mediation on pharmaceutical members’ satisfaction that…
Abstract
Purpose
The purpose of this study was to examine the process of the use of management’s positivity and negativity sources and their mediation on pharmaceutical members’ satisfaction that, in turn, enable a health-care organization to meet its business objectives with more agility.
Design/methodology/approach
Data were obtained from a survey of 106 pharmaceutical members regarding their relationships with management.
Findings
The results of LISREL analysis revealed that the use of positivity variables such as reward enhanced each of referent, expert and positive conflict; in addition, referent boosted satisfaction. However, the use of negativity variables such as opportunism enhanced power, but weakened each of referent, expert and legitimate power sources. The use of coercion enhanced power too, but produced dissatisfaction. Further, the prevalence of negative conflict caused dissatisfaction.
Originality/value
This study also reported major contributions when it examined the effect of the mediation of the use of positivity intrinsic power sources on satisfaction. It found that referent power functioned as a full mediator by dropping the amount of the relationship between the use of reward and satisfaction to zero and as a partial mediator by dropping the amount of the relationship between the use of coercion and satisfaction. In addition, the use of referent power mediated the joint effect of both the use of coercion and reward power sources, triggering a positive effect on satisfaction. Several managerial implications were discussed.
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Introduction The purpose of this paper is to explore possible mechanisms that could be employed by members of a distribution channel to increase the level of meaningful…
Abstract
Introduction The purpose of this paper is to explore possible mechanisms that could be employed by members of a distribution channel to increase the level of meaningful communication among them, especially in actual or potential conflict situations. Pragmatically, our concern is with achieving the establishment within a channel of superordinate goals—goals greatly desired by all those caught in dispute or conflict which cannot be attained by the resources and energies of each of the parties separately, but which require the concerted efforts of all parties involved. It is proposed here that channel members approach the state where they can adopt such goals as communication and interaction between them increase.
Yang Li, Xianbao Huang and Kai Zhang
Although past studies have suggested that business-to-business (B2B) interfirm relationship management contributes to a firm’s omnichannel integration, little research has been…
Abstract
Purpose
Although past studies have suggested that business-to-business (B2B) interfirm relationship management contributes to a firm’s omnichannel integration, little research has been undertaken to reveal how that happens. This study aims to draw upon the relational view to propose a research model that associates interfirm information technology (IT) capability and interfirm trust with omnichannel integration through interfirm integration (i.e. authority integration and cooperative integration). Furthermore, this work considers a firm’s channel usage variety as the boundary condition of the interfirm integration’s influence.
Design/methodology/approach
The research model was examined using a seemingly unrelated regression of archival data and matched a survey of 324 Chinese omnichannel firms.
Findings
Interfirm IT capability positively relates to authority integration, and interfirm trust positively relates to cooperative integration. Authority integration and cooperative integration are both positively associated with omnichannel integration. A high level of channel usage variety strengthens the relationship between cooperative integration and omnichannel integration.
Originality/value
Prior literature has called for research on the factors influencing omnichannel integration within a B2B setting. This study answers this research call by examining interfirm IT capability, interfirm trust and interfirm integration as factors associated with omnichannel integration. This work also examines how channel usage variety regulates the relationship between interfirm integration and omnichannel integration.
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