Dyadic adaptation in business‐to‐business markets

Dyadic adaptation in business‐to‐business markets Competitive success in business‐to‐business markets often depends upon the ability of the firm to adapt specifically to the needs of a single customer organization. Research into buyer‐seller relationships in industrial markets has shown that both buying and selling firms implement specific adaptations for a single partner. Adaptation can take place at the level of the product or more broadly in terms of management processes, information exchange, and even organizational restructuring. The paper develops an improved taxonomy for dyadic adaptation in business‐to‐business markets, and explores the driving forces behind relationship‐specific adaptation. Adaptation by supplier firms is found to be more frequent than adaptation by buyers. Supplier adaptation is driven by relative power, buyer support, and by the managerial preferences of the two firms for a more or less relational form of exchange. Several managerial implications and avenues for further research are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Dyadic adaptation in business‐to‐business markets

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0309-0566
D.O.I.
10.1108/03090560310495393
Publisher site
See Article on Publisher Site

Abstract

Competitive success in business‐to‐business markets often depends upon the ability of the firm to adapt specifically to the needs of a single customer organization. Research into buyer‐seller relationships in industrial markets has shown that both buying and selling firms implement specific adaptations for a single partner. Adaptation can take place at the level of the product or more broadly in terms of management processes, information exchange, and even organizational restructuring. The paper develops an improved taxonomy for dyadic adaptation in business‐to‐business markets, and explores the driving forces behind relationship‐specific adaptation. Adaptation by supplier firms is found to be more frequent than adaptation by buyers. Supplier adaptation is driven by relative power, buyer support, and by the managerial preferences of the two firms for a more or less relational form of exchange. Several managerial implications and avenues for further research are discussed.

Journal

European Journal of MarketingEmerald Publishing

Published: Dec 1, 2003

Keywords: Business‐to‐business marketing; Adaptability; Telecommunication services; Automotive industry

References

  • Buyer‐supplier performance: the role of asset specificity, reciprocal investments and relational exchange
    Artz, K.W.
  • Contracts, norms, and plural form governance
    Cannon, J.P.; Achrol, R.S.; Gundlach, G.T.
  • Market exchange, social structures and time
    Easton, G.; Araujo, L.
  • International Marketing and Purchasing of Industrial Goods
  • The contingent effect of specific asset investments on joint action in manufacturer‐supplier relationships: an empirical test of the moderating role of reciprocal asset investments, uncertainty, and trust
    Joshi, A.W.; Stump, R.L.
  • Organizational buying behavior: past performance and future expectations
    Sheth, J.N.
  • Theory transitions in organizational buying behavior research
    Wilson, E.J.

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