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This paper introduces the special issue on the Industrial Marketing and Purchasing (IMP) Group and international marketing. The history and aims of the IMP Group are briefly discussed, and the papers in this issue, taken from the IMP Group's annual conference, are introduced.
This paper addresses the question of whether the dyadic approach to international business relationships should, in some situations, be extended to a triadic one. In studies of business relationships the common view is that the relationship consists of two parties, one selling party and one...
Presents the results of an international marketing research, in which they integrate culture with manifestation of values, trust, and commitment as vital components of business‐to‐business relationships. Analyses trust, relationship commitment, and values in the context of business...
This paper deals with trust processes in interorganizational relationships, specifically the ambiguous link between trust and predictability. Using an empirical case study, the paper focuses on when actors, participating in an international construction project, begin working according to a new...
The concept of “embeddedness” is central to industrial marketing and purchasing (IMP) theories. This paper is concerned with one form of embeddedness, namely the political embeddedness of business networks. Existing IMP literature on political embeddedness is reviewed and four dimensions of...
This paper uses an empirical study of the collaborative business relationships between Opel Portugal as a subsidiary the American automotive manufacturer General Motors and its Portuguese‐based direct suppliers (PBDS) as a means of exploring the contributions of the three research traditions of...
The transition to market economy in Russia in the 1980s and 1990s is analysed in terms of fragmented and integrated relationships in business networks. A longitudinal case study of the relationships of a Russian company shows that integrated relationships are replacing fragmented ones, that is,...
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