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Article
Publication date: 14 January 2021

Ryuta Ishii

The literature on export channels suggests that intermediary resources, namely intermediary competence and availability, are critical for export success. However, little…

Abstract

Purpose

The literature on export channels suggests that intermediary resources, namely intermediary competence and availability, are critical for export success. However, little is known about how the beneficial effects of intermediary resources differ amongst integrated, independent and dual channel structures. One difference between these channel structures is the degree of reliance on independent intermediaries. This study aims to investigate (1) the impact of intermediary resources on export venture success, that is, export sales performance and channel maintenance costs and (2) the moderating role of the degree of reliance on independent intermediaries.

Design/methodology/approach

Empirical testing was conducted using survey data collected from 204 Japanese industrial exporting ventures. To test the proposed hypotheses, this study estimated a structural equation model with the maximum likelihood estimation procedure.

Findings

Evidence shows that two aspects of intermediary resources have different beneficial effects on export venture success. Specifically, intermediary availability leads to export venture success by decreasing channel maintenance costs, whereas intermediary competence is not always beneficial for it. Furthermore, this study finds that reliance on independent intermediaries positively moderates the impacts of intermediary competence and availability.

Originality/value

Previous studies emphasise the importance of intermediary resources and export channel structures. However, the question of whether export channel structures determine the performance benefits of intermediary resources is unanswered. By addressing this question, this study provides helpful insight into how exporting managers can implement channel strategy and access intermediary resources to achieve export success.

Details

International Marketing Review, vol. 38 no. 3
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 20 February 2020

Ryuta Ishii

In dual distribution channel systems, integrated channels (manufacturer-owned) and independent channels (distributor-owned) are likely to adopt destructive behaviours. To…

Abstract

Purpose

In dual distribution channel systems, integrated channels (manufacturer-owned) and independent channels (distributor-owned) are likely to adopt destructive behaviours. To suppress such behaviours, manufacturers need to implement conflict management systems. The purpose of this study is to examine the moderating role of conflict-learning capability (CLC) in the relationship between conflict management system and destructive behaviour. This study also investigates whether interactions between conflict management systems and CLC improve the overall channel performance.

Design/methodology/approach

Using survey data from 157 Japanese industrial manufacturers, this study conducted regression analyses and mediation analyses.

Findings

The results show that boundary and compensation systems have different effects on destructive behaviours. On the one hand, compensation systems with strong CLC have a larger impact, although those with weak CLC can also suppress destructive behaviours to some degree. On the other hand, boundary systems with strong CLC suppress destructive behaviours, but those with weak CLC do not. In addition, this study reveals that manufacturers with strong CLC can indirectly improve overall channel performance by implementing conflict management systems and suppressing destructive behaviours.

Originality/value

Previous studies reveal that boundary and compensation systems suppress destructive behaviours. However, these studies neglect the importance of organisational capability in the successful implementation of conflict management systems. By focusing on CLC, this study advances our understanding of dual distribution and channel conflict.

Details

Journal of Asia Business Studies, vol. 14 no. 4
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 15 July 2020

Ryuta Ishii

Many manufacturers implement a dual channel strategy, which can be defined as the simultaneous use of integrated and independent channels of distribution for the same…

Abstract

Purpose

Many manufacturers implement a dual channel strategy, which can be defined as the simultaneous use of integrated and independent channels of distribution for the same product line. This study employs the resource-based theory and examines how manufacturers' and distributors' capabilities affect manufacturers' choices of dual channel strategy. The study also examines how fit between organisational capability and channel structure affects channel system performance.

Design/methodology/approach

Empirical testing was conducted using survey data collected from 262 Japanese business-to-business manufacturers. This study performed a multinomial logistic regression analysis to examine the antecedents of dual channel strategy and a t-test to examine its performance implications.

Findings

The results show that manufacturers' information capabilities and the availability of distributors' selling capabilities affect whether manufacturers choose a dual channel strategy, and that market turbulence moderates the effects of these two capability factors. The results also indicate that manufacturers can improve their channel system performance by choosing channel strategies that fit organisational capabilities.

Originality/value

Most previous studies employ transaction cost theory to identify the factors driving the choice of dual channel strategy. However, these studies neglect the heterogeneity of resources/capabilities. Little is known about whether capability factors affect the dual channel strategy, and how this choice can be linked to channel system performance. By addressing this knowledge gap, this study contributes to enhance our understanding of dual channels.

Details

Marketing Intelligence & Planning, vol. 39 no. 1
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 8 June 2021

Edward Jones, Bing Xu and Konstantin Kamp

This paper aims to examine whether agency costs predict disciplinary takeover likelihood for the UK listed companies between 1986 and 2015.

Abstract

Purpose

This paper aims to examine whether agency costs predict disciplinary takeover likelihood for the UK listed companies between 1986 and 2015.

Design/methodology/approach

Using survival analysis, the approach is to identify candidates for disciplinary takeover on the basis of Tobin’s Q (TQ), which is consistent with the approach advocated by Manne (1965). This study then examines how indicators of agency costs affect takeover likelihood within the set of disciplinary candidates.

Findings

This paper provides evidence of the effectiveness of TQ, rather than excess return, in identifying disciplinary takeover candidates. Takeover hazard for disciplinary candidates is higher for companies with higher levels of asset utilization and sales growth in particular. Companies with stronger agency problems are relatively less susceptible to disciplinary takeover.

Practical implications

Given the UK context of the study, where anti-takeover provisions are disallowed and when compared to findings of US studies, the results imply some support for the effectiveness of an open merger policy.

Originality/value

While the connection between takeover likelihood and the market for corporate control has been made in previous studies, the study adopts a more explicit agency theory framework than previous studies of takeover likelihood. A key component of the contribution follows from differentiating candidates for disciplinary takeovers from other forms of mergers and acquisitions.

Details

Review of Accounting and Finance, vol. 20 no. 1
Type: Research Article
ISSN: 1475-7702

Keywords

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