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We introduce agency and team production theories to explain the international joint venture (IJV) phenomenon. We regard IJV partners as participants in a team production and identified agency conflicts among partners as well as between parents and IJV affi liates. We empirically test the stability of IJVs with such determinants as the existence of monitoring principal, the history of repeated exchanges between partners, the efficiency of mutual monitoring by partners, the effi ciency of affiliate monitoring by parent firms, and the degree of international experience of the partners. The test results show that the existence of monitoring principal and the degree of international experience prove to be significant factors for IJV stability.

The paper seeks to examine the changing landscape of supply chain management, marketing channels of distribution, logistics and purchasing.

The authors examine and take stock of the changing nature and landscape surrounding the related disciplines of supply chain management, marketing channels of distribution, logistics and purchasing. This examination highlights the considerable evolution and significant advances occurring within and between these disciplines.

The authors find that this new landscape provides both opportunities and challenges for future scholarship and practice in these related disciplines.

The examination and findings should be of value to those attempting to understand the evolving nature and interrelationship of these fields, and those who currently practise within them.

The purpose of this article is to present an inside look at the history of a little‐known but interesting initiative in the marketing field, one that involved the infusion of marketing thought into public policy decision‐making in the USA. It aims to trace the interesting tale of how marketing academics came to be included in the activities of the US Federal Trade Commission (FTC) through the FTC's “Marketing Academic Consultancy Program” (MACP) during the 1970s. This story also aims to include descriptions of the contributions made by those marketing academics and how those scholars were later phased out of the FTC.

An autobiographical approach is used since each of the authors was personally involved in the MACP. As participants in the program and as scholars whose careers were thereafter tremendously affected by that participation, these personal accounts provide considerable insight into the impact on both FTC operations and on marketing academic thought itself.

Over the decade of the 1970s some 30 marketing academics participated in this program, with considerable impact on both FTC operations and on marketing academic thought itself. Reflecting positive impact within public policy, for example, was a massive increase in the FTC budget for marketing and consumer research activities – from essentially zero at the start of the program to some $ 1 million in 1978. Benefits also flowed back into academia, as this program formed a prime basis for the development of today's “Marketing and Society” research area.

Although there are histories of the FTC, this is an original, first‐hand account of a little‐known era during which marketing academics and public policy decision‐makers were given a unique opportunity to work together and learn from each other. It offers personal insights into the workings of this innovative program and the benefits that accrued for both the FTC and for the marketing discipline.

Retailing thought and practice is premised on the assumption that consumers visit retailers to search for and acquire objects produced by manufacturers. In essence, we assume that the acts of consuming and producing are conducted by separate entities. This unspoken yet familiar premise shapes the questions retail scholars ask and the way retail practitioners think about their industry. Although this assumption accurately depicted retailing since the Industrial Revolution, its relevance is being challenged by a growing set of individuals who are equipped with new digital tools to engage in self-manufacturing. In this chapter, we examine self-manufacturing with a particular focus on the recent rise of desktop 3D printing. After discussing this new technology and reviewing the literature, we offer a conceptual classification of four distinct types of 3D printed objects and use this classification to inform a content analysis of over 400 of these objects. Based on this review and analysis, we discuss the implications of self-manufacturing for retailing thought and practice.

This paper aims to explore how relational constructs (total interdependence, trust, commitment, cooperative norms and conflict) impact the buyer's relationship satisfaction across the relationship lifecycle.

Data were collected through mail survey from a sample of 162 Australian buyers. Confirmatory factor analysis was used to purify the measurement scales and multiple regression analysis techniques using dummy variables were used to test the hypotheses.

The results indicate that interdependence and trust are associated with higher relationship satisfaction in the build‐up and maturity phases while commitment is associated with higher relationship satisfaction in the maturity phase. Unexpectedly, cooperative norms are found to drive relationship satisfaction in both the build‐up and maturity phases. Conflict, however, is not found to affect relationship satisfaction in the decline/deterioration phase.

A limitation of this study is the unequal sample size in each of the relationship phases. It would be desirable to run a model consisting of the five relational constructs for each of the three phases.

Literature has suggested that the effects of relational constructs on outcomes vary across relationship phases. While this notion has been established theoretically, there has been little attempt to measure it empirically. This paper provides an empirical test of the important, yet unexplored, question of how different relational constructs have different effects on buyer satisfaction depending upon the relationship phase.

To summarize and build on research that explores the influence of culture on team dynamics, particularly over time. Specifically, we explore culture and teams from a dynamic perspective by providing a framework for understanding both how culture influences team dynamics over time, and where interventions should be targeted at different points to maximize the potential benefits of cultural diversity.

Drawing from a prominent model of team development (Kozlowski, Gully, Nason, & Smith, 1999), we provide mechanisms through which culture exerts an influence, as well as the practical approaches that will be best suited for mitigating potential negative effects at different points in time.

We focus on the following phases: team formation, task compilation, role compilation, team compilation, as well as team maintenance. At first, surface-level characteristics and subgroup formation should be closely monitored along with interventions to develop a group identity when teams are being formed. Later on, emergent states (e.g., trust, conflict) can come to the forefront as team members can develop multiple memberships or yet be resistant to performing in an adaptive manner.

We identify key avenues for future research to serve as a foundation for those studying the cultural diversity within teams via temporal lens, including the role of context and going beyond Hofstede’s cultural dimensions.

Albeit research has started to accumulate regarding how culture influences teams through conflict, communication, trust, cohesion, and creativity, this chapter goes beyond current development to address when different cultural elements influence team dynamics.

The purpose of this paper is to examine the impact of social and contractual enforcement on the performance of business-to-business relationship. The research also tests the mediating role of perceived inequity and coordination.

A survey methodology was used to obtain responses from 224 decision-makers at reseller organizations. The data were analyzed using structural equation modeling.

It was found that both social and contractual enforcement impact relationship performance. Perceived inequity and coordination are important moderators of those relationships, as social enforcement increases coordination and reduces perceived inequity, while contractual enforcement increases perceived inequity.

While previous studies examined enforcement impact on coordination and conflict, this study links it to relationship performance. Importantly, enforcement’s relationship with perceived inequity is also examined in the context of B2B relationship.