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Book part
Publication date: 25 July 2008

Julie M. Hite

Dyadic multi-dimensionality informs the variation that exists within and between network ties and suggests that ties are not all the same and not all equally strategic…

Abstract

Dyadic multi-dimensionality informs the variation that exists within and between network ties and suggests that ties are not all the same and not all equally strategic. This chapter presents a model of dyadic evolution grounded in dyadic multi-dimensionality and framed within actor-level, dyadic-level, endogenous, and exogenous contexts. These contexts generate both strategic catalysts that motivate network action and bounded agency that may constrain such network action. Assuming the need to navigate within bounded agency, the model highlights three strategic processes that demonstrate how dyadic multi-dimensionality underlies the evolution of strategic network ties.

Details

Network Strategy
Type: Book
ISBN: 978-0-7623-1442-3

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Article
Publication date: 7 January 2020

Hassan Abu Bakar and Leah Omillion-Hodges

The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and…

Abstract

Purpose

The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace.

Design/methodology/approach

Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia.

Findings

Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others.

Originality/value

The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

Details

Leadership & Organization Development Journal, vol. 41 no. 1
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 September 2001

Go¨ran Svensson

Argues that the unidirectional measurement and evaluation of service quality in any specific service encounter is not enough in itself to understand the existing service…

Abstract

Argues that the unidirectional measurement and evaluation of service quality in any specific service encounter is not enough in itself to understand the existing service quality between two actors in a dyadic service encounter. Therefore, a method is introduced for the express purpose of analysing the perceptual bi‐directionality of service quality in order to measure and evaluate the dynamics of service quality in dyadic service encounters.

Details

Journal of Services Marketing, vol. 15 no. 5
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 5 February 2018

Hassan Abu Bakar and Robert M. McCann

The purpose of this paper is to explore whether surface-level actual similarity interacts with leader-member dyadic communication agreement in predicting group member…

Abstract

Purpose

The purpose of this paper is to explore whether surface-level actual similarity interacts with leader-member dyadic communication agreement in predicting group member performance ratings at earlier time periods in a work group’s development. Additionally, this research examines whether deep-level perceived similarity interacts with leader-member dyadic communication agreement in predicting group member performance ratings at later time periods in a work group’s development. The relationship between shared cultural context and perceived and actual similarity is also investigated.

Design/methodology/approach

This research analyzes longitudinal data from the study questionnaires at five occasions in a Malaysian organization.

Findings

Results based on a sample of 28 group projects and 141 matching dyad who completed the study questionnaires at 5 occasions reveal that there is no interaction between workgroup relational ethnicity and workgroup relational gender with leader-member dyadic agreement at early time periods in a workgroup’s development. Therefore, H1 is not supported. H2 posited that deep-level perceived similarity will interact with leader-member dyadic communication agreement in predicting group member performance ratings at later time periods in a workgroup’s development. H2 is supported. Results reveal that the interaction between leader-member dyadic communication agreement and perceived similarity explains 36 percent of the variance of perceived group members’ performance ratings. This is after accounting for the control variable and the independent variables. From a cultural standpoint, the findings in this study underscore that conversations based on the Malaysian cultural norm of “budi” reflect not only a cultural basis of communication, but also that this shared cultural context leads to perceived similarity between ethnic Malay, Chinese, and Indians, and also both genders in the Malaysian workplace.

Research limitations/implications

Leader-member dyadic communication agreement reflects the social appropriateness and relationship quality between individuals, as well as the context of the leader-member workgroup interactions. The findings of this study underscore the premise that conversations reflect not only a cultural basis of communication, but also that shared cultural context leads to perceived similarity. This study specifically examines the role of ethnicity in Malaysia organizational workgroup (e.g. ethnic Malay, Chinese Malay, and Indian Malay) as well as gender.

Originality/value

This study systematically examines the influence of actual and perceived similarity in leader-member dyadic communication from a longitudinal and multilevel standpoint.

Details

Corporate Communications: An International Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 1 June 2006

Stephane Bignoux

The purpose of this paper is to develop a social exchange perspective of planned short‐term dyadic strategic alliances.

Abstract

Purpose

The purpose of this paper is to develop a social exchange perspective of planned short‐term dyadic strategic alliances.

Design/methodology/approach

The article adopts a conceptual approach drawing on social exchange theory to elicit innovative conclusions about short‐term dyadic strategic alliances.

Findings

Finds that planned short‐term dyadic strategic alliances are difficult to manage, limit social control mechanisms, limit reciprocal activity and interrupt the development of trust.

Practical implications

The article can help managers and analysts working in investment banking to understand the underlying causes of alliance instability and/or failure in their industry.

Originality/value

The article offers practical insights into the functioning and management of short‐term dyadic alliances which will be of interest to both researchers and practising managers.

Details

Management Decision, vol. 44 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 March 2006

Göran Svensson

The objective of this research is to describe and apply a method with which to measure and evaluate mutual trust in dyadic business relationships with both one‐to‐one and…

Abstract

Purpose

The objective of this research is to describe and apply a method with which to measure and evaluate mutual trust in dyadic business relationships with both one‐to‐one and multiple informants, as well as symmetric and asymmetric interactions.

Design/methodology/approach

Application of the perceptual bi‐directionality method, i.e. the PBD‐method, is introduced in this context to measure and evaluate the relationship properties of mutual trust in the context of one‐to‐one and multiple informants, as well as the symmetric and asymmetric interactions, in dyadic business relationships.

Findings

The overall impression of the mutual trust in the studied relationships is that they are well balanced. It may erroneous, since there may be balance deficiencies between the various trust dimensions. The stepwise evaluation of a case example reveals that there are substantial differences between the various trust dimensions measured in the dyadic business relationship.

Research limitations/implications

It is argued that the measurement and evaluation of unidirectional trust issues is not enough in itself to understand the relationship properties of trust between two actors in dyadic business relationships, but that a bi‐directional approach should be applied in terms of the relationship properties of mutual trust. Furthermore, the approach of one‐to‐one key informants might also be insufficient. Instead multiple informants should be used in the measurement and evaluation of the relationship properties of mutual trust in dyadic business relationships and, symmetric, as well as asymmetric, interactions of mutual trust in dyadic contexts should be considered.

Practical implications

The PBD‐method is a formalised and structured method of how to measure and evaluate the mutuality of relationship properties in dyadic contexts. The outcome of the present research is also a set of generic mutuality measures that can be useful in different management and research applications.

Originality/value

The PBD‐method may be used to measure and evaluate multiple key informants' in asymmetric interactions of mutual relationship properties in dyadic contexts, instead of only matching one‐to‐one key informants in symmetric interactions.

Details

European Business Review, vol. 18 no. 2
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 1 February 2002

Göran Svensson

While the research of dyadic business relationships is often dedicated to measuring and evaluating the dependence between actors as a unidirectional phenomenon, it is…

Abstract

While the research of dyadic business relationships is often dedicated to measuring and evaluating the dependence between actors as a unidirectional phenomenon, it is sometimes referred to as a bi‐directional issue of importance in the management of a firm’s business relationships. A unidirectional measurement and evaluation of the dependence in a specific dyadic business relationship is not always sufficient to understand the existing dependence between two actors and instead a bi‐directional approach may be required. Furthermore, there is a lack of a formalised and structured procedure in order to measure and evaluate the mutual dependence in such a relationship. Therefore, this article introduces a dependence application of the perceptual bi‐directionality‐method, i.e. the PBD‐method, in order to measure and evaluate the mutual dependence in dyadic business relationships.

Details

Journal of Business & Industrial Marketing, vol. 17 no. 1
Type: Research Article
ISSN: 0885-8624

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Book part
Publication date: 12 June 2020

Marlin Marissa Malek Abdul Malek and Hassan Abu Bakar

This chapter examines how leader–member dyadic communication in the Malaysian workplace operates at the leader–member dyadic level in the context of cultural norms. We…

Abstract

This chapter examines how leader–member dyadic communication in the Malaysian workplace operates at the leader–member dyadic level in the context of cultural norms. We propose a model of leader–member dyadic communication based on the cultural norms of budi bicara, which in turn influences the perception of workplace mentoring in Malaysia. The model is tested by using hierarchical multiple regression with data obtained from a sample of 510 employees in three Malaysian organizations. Results show that leader–member dyadic communication in the workplace is linked with the career mentoring perceptions. These findings partially validate our proposed model and provide empirical support for the central roles of communication exchange processes in mentoring.

Details

Mentorship-driven Talent Management
Type: Book
ISBN: 978-1-78973-691-5

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Article
Publication date: 1 February 1996

Joan F. Brett, Robin L. Pinkley and Ellen F. Jackofsky

Negotiators with a BATNA (best alternative to the negotiated agreement) obtain higher individual outcomes and a larger percentage of the dyadic outcomes than individuals…

Abstract

Negotiators with a BATNA (best alternative to the negotiated agreement) obtain higher individual outcomes and a larger percentage of the dyadic outcomes than individuals without a BATNA. This study examined if three mechanisms related to a BATNA, an alternative, a specific goal, and self‐efficacy, independently or in combination, influence outcomes. Six of the eight combinations resulted in higher individual outcomes. An alternative coupled with a goal or self‐efficacy resulted in a higher percent of dyadic outcomes and higher impasse rates.

Details

International Journal of Conflict Management, vol. 7 no. 2
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 14 March 2016

Richard A. Rocco and Alan J. Bush

This paper aims to understand an emerging paradigm for business-to-business selling, Sales 2.0, which connects various enabling technologies within leading sales processes…

Abstract

Purpose

This paper aims to understand an emerging paradigm for business-to-business selling, Sales 2.0, which connects various enabling technologies within leading sales processes to drive improved business and relational outcomes. In the context of Sales 2.0, this paper addresses the need for buyer–seller dyadic sales research in the literature and highlights the importance of understanding buyer and seller perspectives regarding technology expectations and relationship-building performance.

Design/methodology/approach

This research utilizes a dyadic (salesperson–customer) data collection methodology, involving 74 matched salesperson and customer responses (37 dyads) to an online survey. Existing salesperson (self-report) measures of customer technology expectations and relationship-building performance with customers were utilized and adapted to provide dyadic measures to test for buyer–seller perceptual differences.

Findings

The dyadic data analysis supports the presence of significant perceptual differences between the salesperson and their customer, respective of customer technology expectations and relationship-building performance measures. In particular, the analysis reveals bidirectional perceptual differences for the two measures, whereas the salesperson underestimates the importance of their customer’s technology expectations, but overestimates their relational performance relative to their customers.

Originality/value

As technology continues to transform salesperson interactions with customers, the value of capturing a deeper understanding about those interactions increases. This study uses matched salesperson–customer dyads from a health-care sales organization to provide researchers and practitioners with insightful findings with respect to buyer–seller interactions and perceptual differences. Further, the research uniquely advances dyadic measures of customer technology expectations and relationship-building performance with customers to advance sales research in the context of Sales 2.0.

Details

Journal of Research in Interactive Marketing, vol. 10 no. 1
Type: Research Article
ISSN: 2040-7122

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