A conceptual model, grounded in the literature, that depicts the impact of the level of CRM technology adoption on business‐to‐business (B2B) relationships is developed and explored. A firm's CRM technology adoption is considered as an antecedent to relationship strength and relationship performance. The model depicts both market and technology orientation of the firm as impacting the level of CRM technology adoption within a firm. The authors propose that the level of CRM technology adoption subsequently affects B2B relationship strength and performance.

The strategic value of CRM: a technology adoption perspective

Cet article propose une synthese des recherches empiriques en marketing sur la performance des relations client-fournisseur depuis vingt ans. Les auteurs mettent en perspective les modeles theoriques de ces recherches et analysent leurs resultats selon quatre dimensions de la performance : la performance economique, la cooperation harmonieuse, la satisfaction et l'evolution de la relation. L'analyse revele la predominance des variables relationnelles et leur influence positive sur la performance des relations client-fournisseur.

/pdf/vingt-ans-de-recherches-empiriques-en-marketing-sur-la-2o1b9mjiot.pdf

Vingt ans de recherches empiriques en marketing sur la performance des relations client-fournisseur

Customer relationship value in the business-to-business railway market of Southern Africa

The main purpose of this article is to propose a conceptual framework combining both the scope and strength of a company’s relationships thereby allowing it to achieve better results in terms of the effects accompanying the company’s internationalisation. We propose a conceptual model of four types of relationships in the internationalisation process. We call them: domestic contacts, domestic embeddedness, international exploration and international exploitation, as internationalisation does not mean that a company gives up contacts with domestic entities at the same time. These types of relationships generate positive and negative effects depending on the scope of the relationship (domestic/international) and its strength (weak/strong). By looking at internationalisation from the complex perspective of both domestic and foreign relationships, we point to the need for a comprehensive look at the internationalisation process, its accompanying effects and the related problems of relationship management. To achieve this purpose we primarily adopt the network model of internationalisation and integrate it with the strategic approach to network analysis. Our proposal allows us to analyse the effects of interdependencies in a global business landscape including the conditions under which relationships management and internationalisation lead to improved performance.

/pdf/positive-and-negative-effects-of-a-company-s-relationships-1gslifjdi0.pdf

Positive and negative effects of a company’s relationships in the internationalization process

: Drawing on the transaction cost analysis perspective, this study examines how three types of exchange risks influence performance in exporter-importer exchange relationships. These risks include cultural distance, which gives rise to behavioral uncertainty and its associated measurement problem; market turbulence, a dimension of environmental uncertainty that gives rise to an adaptation problem; and transaction-specific assets, representing a safeguarding problem. The conceptual model assesses how an informal governance mechanism, inter-organizational trust, responds to these three exchange risks and, in doing so, fosters relational and export performance. Based on a structural equation model conducted in PLS, our findings indicate that cultural distance relates positively to inter-organizational trust, and market turbulence positively relates to exporter-specific assets. Exporter-specific assets and inter-organizational trust were found to have a reciprocal relationship. This research also confirms the mediating role of relational performance concerning the effects of exporter-specific assets and inter-organizational trust on financial export performance.

Driving performance in exporter-importer exchange relationships: The efficacy of interorganizational trust as a response to exchange risks

This paper discusses relationship performance, a construct that can help in examining similarity and difference of perspective by firms in a relationship. Thus, each party has an understanding of how the relationship is performing and there is no reason why these may not be different. In fact, differences of opinion on relationship performance might suggest the degree of asymmetry, thus allowing relationships to be categorised and so allow examination of different models of relationships. That each firm has an identity based upon its position in a network and that firms have different reasons for joining relationships necessarily implies that examination of dyads is complicated. In addition, the difference in perspectives inherent in a relationship and network framework suggests measurement of relationship constructs will be difficult. For example, an empirical study of dyads by John and Reve (1982), found that partners did not report equivalently on sentiment constructs such as trust and commitment. While this result would be expected within an IMP framework, John and Reeve concluded that a theory of aggregation was required to analyse dyad data. The paper examines the reasons for heterogeneity in relationships, and then introduces relationship performance and its strengths and constraints in examining relationships. The next section examines disparity of relationship performance across dyads using an exploratory study in the business software industry. A final section discusses directions for future research and management implications.

/pdf/relationship-performance-a-relationship-level-construct-4mxaj34d0f.pdf

Relationship Performance: a Relationship Level Construct

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Relationship Performance: a Relationship Level Construct