scholarly journals DETERMINANTS OF ENTREPRENEURIAL BUSINESS RELATIONSHIP SUCCESS

2017 ◽  
Vol 16 (1) ◽  
Author(s):  
Muhammad Khan Rahatullah ◽  
Robert Raeside
Keyword(s):  
Business Development ◽  
Business Relationships ◽  
Business Relationship ◽  
Relationship Success ◽  
Development Literature ◽  
Business To Business ◽  
Prospect Of Success

The business development literature illustrates the importance of relationships on achievingtargets and ensuring the sustainability of enterprises. In this paper the sphere of franchisingwhich is essentially an entrepreneurial business is used to link measures of business relationshipsin the domains of trust, credibility, commitment, integrity, confidence and trust to the successof the business. It is found that irrespective of size and age of the franchise and business sectorof operation that these relationships are important determinants of success. Although they donot act directly to enhance the prospect of success it is via their interactions that success arises.Keywords: Entrepreneurial Business; Business-to-Business Relationships; Franchising; Trustand Commitment.

Information technology and performance in industrial business relationships: the mediating effect of business development

2017 ◽  
Vol 32 (7) ◽  
pp. 998-1008 ◽  
Author(s):  
Cecilia Lindh ◽  
Emilia Rovira Nordman
Keyword(s):  
Information Technology ◽  
Business Development ◽  
Mediating Effect ◽  
Full Potential ◽  
Business Relationships ◽  
Business Relationship ◽  
Industrial Firms ◽  
Content Type ◽  
And Performance ◽  
Relationship Performance

Purpose The study addresses a gap in research concerning the specific purpose of information technology (IT) in business relationships and how it impacts business development and relationship performance. To fill this gap, the purpose of this study is to investigate the prospective effects of IT on business development and relationship performance in the business relationships of industrial firms. Design/methodology/approach Building on previous research from the industrial business relationship field, 353 relationships between Swedish industrial firms and their customers are analyzed with linear structural relations in LISREL. Findings The findings show that the effect of IT on relationship performance is not direct but mediated by business development measured in terms of business creation and product development. Research limitations/implications The study’s results imply that IT that is integrated in inter-firm operations has to be assigned a specific purpose to effectively influence relationship-specific performance. The results also indicate that more research is needed to provide additional insights about the relation between IT and performance in business relationships. Social implications If the full potential of IT-based solutions could be reached, then this could lead to the generation of new products and technologies and more competitive companies, which in turn would create more jobs and greater wealth. Originality/value In conclusion, this study fills a gap in research by highlighting that IT studied with a business relationship approach is particularly important under certain conditions. As such, the study contributes to the research stream seeking to understand the role of IT in industrial marketing and how IT should be used for increasing relationship performance.

The knowledge interconnection process: evidence from contract manufacturing relationships

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tibor Mandják ◽  
Zsuzsanna Szalkai ◽  
Erika Hlédik ◽  
Edit Neumann-Bódi ◽  
Mária Magyar ◽  
...  
Keyword(s):  
Empirical Research ◽  
Knowledge Creation ◽  
Business Relationships ◽  
Business Relationship ◽  
Contract Manufacturing ◽  
Content Type ◽  
Types Of Knowledge ◽  
Body Of Knowledge ◽  
New Knowledge ◽  
Different Types

Purpose The main goal of the paper is to describe the knowledge interconnection process embedded in an interactive business relationship. The purpose of this study is to understand the knowledge interconnection inside the supplier-buyer relationship in the field of contract manufacturing. The knowledge interconnection process is defined by the authors as a process linked to business relationships, which contains different types of knowledge and various sub-processes related to them. Design/methodology/approach The Industrial Marketing and Purchasing Group (IMP) research framework has been applied and the contribution is a better understanding of the role of knowledge in the interactive business world. The empirical evidence is based on a case study of a Hungarian contract manufacturing company. This paper describes empirical, qualitative research about knowledge interconnection processes applying an abductive research design. Findings The knowledge interconnection process is linked to business relationships. It is a complex process, which contains three types of knowledge and five sub-processes. The knowledge evolution indicates the links between the different types of knowledge. The sub-processes relate to different types of knowledge and allow the flow of knowledge between the supplier and the buyer. In the business relationship, this flow of knowledge makes possible the new knowledge creation. A model of the knowledge interconnection process has been developed. Research limitations/implications Single case studies can create rich descriptions of complex phenomena, but the possibility for generalization is limited. Another limitation is that the knowledge interconnection process has been studied only from the supplier’s perspective. The present research extends IMP’s knowledge of embedded knowledge. In addition, empirical research contributes to the emerging field of IMP research that explores knowledge as a resource but lacks an empirical foundation. Practical implications The knowledge interconnection process is a decisive factor in the development and maintenance of long-term customer relations in the field of contract manufacturing. The evolution of knowledge types – from the body of knowledge to knowledge in use – demands the management of different sub-processes. Knowledge selection, knowledge recombination, knowledge mobilization and new knowledge creation processes are more strongly related to the supplier-customer dyad, while the knowledge relocation process has a network character. The knowledge interconnection process influences the company’s body of knowledge and its relationship management capability. Originality/value The originality of the study is, on the one hand, an empirical examination of the process of knowledge interconnection. On the other hand, the development of a model of the knowledge interconnection process. A further feature is that empirical research has been conducted in the field of contract manufacturing.

scholarly journals Supply chain process collaboration and Internet utilization: an international perspective of business to business relationships

2011 ◽  
Vol 13 (4) ◽  
Author(s):  
Marcos Paulo Valadares de Oliveira ◽  
Kevin McCormack ◽  
Marcelo Bronzo Ladeira ◽  
Peter Trkman ◽  
Joachim Van den Bergh
Keyword(s):  
Supply Chain ◽  
International Perspective ◽  
Chain Process ◽  
Business Relationships ◽  
Process Collaboration ◽  
Supply Chain Process ◽  
Business To Business

Mutual Value in Business Relationships

2010 ◽  
pp. 971-981
Author(s):  
Rita de Cássia Pereira ◽  
Carlo Gabriel Porto Bellini ◽  
Fernando Bins Luce
Keyword(s):  
Relationship Marketing ◽  
Value Creation ◽  
Business Relationships ◽  
Business Relationship ◽  
Research Fronts ◽  
Starting Point ◽  
Working Together ◽  
Relationship Assessment ◽  
Made In

Relationship marketing evolves both in quantity and quality, as we can tell from the continuous incorporation of new constructs, models and technologies, the myriad of applications in different contexts, and the interaction with other marketing and management areas. Concepts and processes in relationship marketing continue to mature significantly with the help of developments made in other research fronts. In this sense, the concept of value as communicated by authors in the field (e.g., Hogan, 2001; Möller & Törrönen, 2003) brought light to the problem of relationship assessment, if we agree that value creation is critical for companies working together in a business relationship (Walter et al., 2001); thus, value creation must be the starting point for companies and customers to assess their relationships.

scholarly journals Maintaining business relationships: resilience through institutional work

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ilkka Tapani Ojansivu ◽  
Jan Hermes
Keyword(s):  
Relationship Maintenance ◽  
Historical Case Study ◽  
Business Relationships ◽  
Business Relationship ◽  
Historical Case ◽  
Content Type ◽  
Codes Of Practice ◽  
The Relationship ◽  
Over Time

Purpose Business relationships are considered long-term and stable. Furthermore, over time, business relationships are expected to become and remain “institutionalized”. The undertone is that this process is deterministic and inevitable. While the authors do not question the long-term nature of business relationships, they argue that the process of “institutionalization” requires more construct clarity. Consequently, they ask the following: What is the source of resilience in business relationships, and how are these relationships maintained over time? Design/methodology/approach To unravel these questions, the authors conducted an historical case study of a business relationship between a government buyer and a software seller extending over two decades. Findings The authors found that while the network around the business relationship is crumbling and all odds are in favor of relationship dissolution, the active maintenance work of key individuals in the relationship prevented detrimental effects and resulted in not only its continuation but also an increased degree of institutionalization. Research limitations/implications The authors contribute to the Industrial Network approach (INA) by providing a non-deterministic approach to the typically taken-for-granted end phase of business relationships. Practical implications The findings illustrate that the process of institutionalization is manageable but requires hard work, highlighting managers as the principle vehicle of relationship maintenance. Originality/value The authors provide construct clarity around the process of “institutionalization”. In fact, they regard the process as reverse compared to the early interpretation in the INA literature in which a business relationship is assumed to start as a “clean slate” and then begins to represent the industry codes of practice over time. They found that “institutionalization” implies that a business relationship is no longer compared with nor is comparable to the institutional prescriptions; in contrast, the relationship has established its own rules and norms, which have been taken for granted by the buyer and seller organization.

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