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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.

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.

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.

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.

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.

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.

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.

The purpose of this research is to investigate the causal mechanisms that explain the relationship between the long-term buyer–supplier relationship and buyer performance. Building on the growing body of research on social capital in supply chain management (SCM), the authors examine how a buyer achieves superior performance in forming the enduring partnership with a supplier through two different forms of supplier embeddedness: buyer–supplier dyadic embeddedness and supplier external embeddedness.

The bootstrapping method is utilized in data analysis to examine the mediating effects of the two different forms of supplier embeddedness simultaneously on the linkage between the duration of buyer–supplier relationships and buyer performance outcomes.

The authors find that the two forms of supplier embeddedness serve as distinct conduits for the buyer to translate the long-term buyer–supplier relationship into performance effectiveness. Notably, dyadic embeddedness only mediates the linkage between the duration of buyer–supplier relationships and buyer economic performance, while supplier external embeddedness solely mediates the linkage between the duration of buyer–supplier relationships and buyer innovation performance.

This study empirically demonstrates that different forms of supplier embeddedness may benefit a buyer differentially when directed at distinct performance goals. If a buyer can leverage both buyer–supplier dyadic embeddedness and supplier external embeddedness, the buyer will overcome value creation limitations of social capital from a single source, obtaining more comprehensive performance benefits sought by developing long-term buyer–supplier relationships.

Congruence serves as a key framework in many leader–follower dyad theories. This paper aims to introduce polynomial regression analysis with response surface methodology (PRA with RSM) as a statistical technique for investigating research questions concerning leader–follower dyadic relationships in the hospitality context.

First, this paper illustrates the necessity of applying PRA with RSM to more effectively address the research issues related to leader–follower dyadic relationships. Next, this paper presents an overview and the key concepts of PRA with RSM. Critical issues that need to be noted and two recent hospitality leadership studies that have used PRA with RSM are discussed. Third, an empirical example in the hotel context is provided to illustrate the application of PRA with RSM.

By applying this methodology to the study of hospitality leader–follower dyadic relationships, researchers will be able to address a range of topics related to dyadic theory, such as leader–member exchange and value congruence.

PRA with RSM reveals that congruence effects vary within leader–follower dyads. Industry professionals can promote a better leader–follower fit by incorporating dyadic surveys to understand mutual agreement and perceptions regarding same-workplace phenomena.

The paper addresses the misalignment between leader–follower dyadic theory and the methodology used in hospitality leadership studies.

This study aims to investigate how and to what extent structural network properties affect dyadic negotiation behavior in tourism destination ecosystems. Specifically, this study addresses negotiation behavior in terms of problem-solving and contending, because these two key strategies reflect the integrative and distributive aspects of dyadic interactions.

This study relies on network data and dyadic survey data from nine mountain tourism destinations in Southeastern Norway. The structural network properties the authors research are triadic closure – the extent to which a dyad has common ties to other actors – and structural equivalence – the similarities in networking patterns that capture firms’ competition for similar resources. In addition, the authors also study a possible effect of relationship duration on negotiation behavior.

Triadic closure and relationship duration have positive effects on problem-solving, and structural equivalence tends to decrease problem-solving, although the effect is inconsistent; none of these three independent variables was found to affect contending negotiation behavior.

This study shows that a dyad’s structural network embeddedness has implications for negotiation behavior. Further research is encouraged to develop this theoretical perspective.

This study is a pioneering investigation of how structural network properties affect dyadic negotiation behavior in ongoing coproducing relationships in real-world destination ecosystems.

The purpose of this study is to explain how the quality of teacher-student relationships and the gap of cognitive styles between teachers and students impact student achievement. The population for the study was comprised of 11 career and technical education (CTE) teachers and 210 CTE students, representing six disciplines within CTE. The study occurred in a suburban high school in western North Carolina. Leader-member Exchange (LMX) theory and Adaption- innovation theory guided the research. Dyadic intensity between teachers and students predicts the quality of teacher-student relationships from both the teacher’s perspective and the student’s perspective. The quality of teacher-student relationships from the teacher’s perspective predicts the quality of teacher-student relationships student’s perspective. Further research is recommended to understand how leader-member exchange manifests in classroom settings and impacts student achievement.

The paper reports on an exploratory study aimed at analysing a series of independent variables derived from international industrial marketing and channel management literature.

The respondents represent a number of dyadic business‐to‐business relationships of different duration, and involve firms of different size (multinational enterprise buyers and their corresponding medium sized enterprise suppliers).

Initial findings support much of the extant literature on relationship marketing, demonstrating that certain aspects of a relationship tend to change over time. In particular, the study revealed that: there is a high degree of optimism associated with dyadic relationships at early stages, and these are characterised by both parties having high initial perceptions of the relationship; in mid‐term relationships some negativity maybe apparent, where certain aspects regress; and in long‐term situations, there is a tendency for relationships to be well structured, and these are particularly highly perceived among both exchange parties.

The research approach shares those benefits as well as limitations associated with earlier empirical investigations. That is a trade‐off in favour of undertaking dyadic exploration, than administering large samples and data sets. As a consequence of the sample size, some caution should be exercised when interpreting these findings.

Firms need to pay particular attention to relationships of differing time duration. This is because specific aspects of relationships may not develop in a uniform direction.

The research attempts to unravel the complexities and difficulties associated with obtaining data of a dyadic perspective for a significant number of relationships of different length. Such studies that map the evolvement of buyer‐seller relations over time are rare.

The purpose of this paper is to examine empirically the relationships formed between the universal network quality perceptions and the dyadic network quality perceptions that an individual formulate through social ties at work and their effect on behavioral reaction toward organizational change.

The data were collected from 91 full-time hotel employees through a self-report survey. Using regression models and mediation method three hypotheses referring to the relationship between the universal and the dyadic perceptions as well as the indirect effect of the dyadic network perception on behavioral reactions to change, through universal network perceptions, are tested.

The results show that universal network perception has a positive association with an individual’s behavior toward change, while the authors’ dyadic network perception hypothesis is not supported. Additional results highlight the indirect effect of dyadic network perception on behavioral reactions to change through universal network perceptions.

Owing to the nature of the study, the inferences of causality might not be that strong as the authors’ findings are limited to the fact that the outcome variable is the behavioral intention toward a hypothetical organizational change rather than an actual change.

Although both types of perceptions are needed in affecting behavioral intentions, the universal network perceptions are the ones that need to be considered as indicators of the need for proactive non-conventional management planning with regard to the human element of change management.

The principal contribution of this study is that it brings greater clarity to how tie quality perceptions are constructed and their impact on employees’ behavior toward organizational change.

This paper aims to examine the idea that an individual’s attitudes and beliefs toward change depend on the quality of the dyadic relationships formed through his/her ego network. Specifically, the focus of the research question is to test if an individual with high quality dyadic ties to others who have a favorable outlook on change will also have a favorable outlook on change.

The research sample consisted of 100 full-time hotel employees working in six city hotels located in Thessaloniki, Greece. To test the research question, three approaches were used including: a descriptive social network analysis (SNA), multiple regression and homophily testing based on Moran and Geary autocorrelations.

Even though the SNA provided some valuable findings on the way structures and tie quality connected the participants, the results from the regression analysis and homophily testing indicated a lack of a positive relationship linking dyadic ties and behavioral intention toward change suggesting that dyadic ties do not influence behavioral intentions in a way that can be considered favorable to change.

Managers need to be aware that employees’ network relationship quality at the dyadic level is insufficient to create a supportive environment toward change. Therefore, dyadic ties significant contribution through SNA is the identification of power centers, influential people, interdepartmental links and interdependencies necessary to disseminate the change message and build sustainable momentum.

The limited number of prior empirical studies have thus far approached relationship quality as a concept composed of either emotional, psychological or technical features. This study differs by adopting the dimensions of tangibles, empathy, responsiveness, reliability and assurance existing in the TERRA model and by determining whether the dyadic tie quality positively impacts individual behavior toward change through the employment of a tripartite examination to strengthen the validation of similarities or differences in the results.

Past studies have paid extensive attention to investigate learning issues in individual, organizational and team contexts. Learning activities in the workplace, however, often occur in the interdisciplinary dyadic context. Hence, the purpose of this paper is to clarify what factors make interdisciplinary dyads lead to better learning effects. The authors attempted to clarify two major agendas: What knowledge factors (intellectual capitals) owned by the parties of the dyads can induce better learning effects? What contextual factors (learning tasks) can make better learning effects during the dyadic learning process?

To examine the previous agendas, the authors first conducted in-depth interviews and an exploratory survey so that a four-element dyadic intellectual capital (DIC) architecture was circumscribed: knowledge interdependency, expertise similarity, collaborative routines and mutual trust. Dyadic learning tasks were classified as exploitative and exploratory learning. The authors then sampled 248 respondents for the formal empirical survey to examine the relationship between DIC, dyadic learning tasks and knowledge sharing.

The statistical evidences confirmed the positive relationships between DIC and knowledge sharing, and the results also signified the previous relationships with a mediating effect from exploratory learning, while the effect of exploitative learning was not supported. Thus, only dyads (the two heads) with knowledge interdependency and mutual trust can make the exploratory task better than that of one individual (the one head).

This study provides a new insight into the learning issue with an interdisciplinary dyadic perspective to supplement the existing gap between academic efforts and learning practices in the workplace.