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Artículos de revistas sobre el tema "Business relationships"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Human, Gert, and Nina Laubscher. "Relationship insecurity and dark-side behaviours in business-to-business relationships." Industrial Marketing Management 128 (July 2025): 131–49. https://doi.org/10.1016/j.indmarman.2025.06.005.

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2

Dubois, Anna, and Håkan Håkansson. "Conceptualising Business Relationships." Journal of Customer Behaviour 1, no. 1 (2002): 49–68. http://dx.doi.org/10.1362/147539202323071272.

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3

Palakshappa, Nitha, and Mary Ellen Gordon. "Collaborative business relationships." Journal of Small Business and Enterprise Development 14, no. 2 (2007): 264–79. http://dx.doi.org/10.1108/14626000710746691.

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4

Macmillan, Keith, Kevin Money, and Stephen Downing. "Successful Business Relationships." Journal of General Management 26, no. 1 (2000): 69–83. http://dx.doi.org/10.1177/030630700002600105.

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5

De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connect

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6

Blois, Keith. "Equity within business to business relationships." Journal of Marketing Management 25, no. 5-6 (2009): 451–59. http://dx.doi.org/10.1362/026725709x461795.

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7

Purchase, Sharon, and Doina Olaru. "Substance in Business-to-Business Relationships." Journal of Business-to-Business Marketing 11, no. 3 (2004): 23–52. http://dx.doi.org/10.1300/j033v11n03_02.

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8

Ryals, Lynette J., and Andrew S. Humphries. "Managing Key Business-to-Business Relationships." Journal of Service Research 9, no. 4 (2007): 312–26. http://dx.doi.org/10.1177/1094670507299380.

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9

Tellefsen, Thomas. "Commitment in business-to-business relationships." Industrial Marketing Management 31, no. 8 (2002): 645–52. http://dx.doi.org/10.1016/s0019-8501(01)00172-9.

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10

Barnes, Bradley R. "Relationship Quality in Business Relationships: An International Perspective." Total Quality Management & Business Excellence 18, no. 8 (2007): 845–46. http://dx.doi.org/10.1080/14783360701350433.

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11

Ganesan, Shankar, Steven P. Brown, Babu John Mariadoss, and Hillbun (Dixon) Ho. "Buffering and Amplifying Effects of Relationship Commitment in Business-to-Business Relationships." Journal of Marketing Research 47, no. 2 (2010): 361–73. http://dx.doi.org/10.1509/jmkr.47.2.361.

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12

Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.

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Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examin

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13

Kiely, Julia A. "Emotions in business-to-business service relationships." Service Industries Journal 25, no. 3 (2005): 373–90. http://dx.doi.org/10.1080/02642060500050517.

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14

Blois, Keith. "Are business‐to‐business relationships inherently unstable?" Journal of Marketing Management 13, no. 5 (1997): 367–82. http://dx.doi.org/10.1080/0267257x.1997.9964480.

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15

Paulssen, Marcel. "Attachment orientations in business-to-business relationships." Psychology & Marketing 26, no. 6 (2009): 507–33. http://dx.doi.org/10.1002/mar.20285.

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16

Speece, Fred H. "The Business of Relationships." ICFA Continuing Education Series 1988, no. 5 (1988): 12–16. http://dx.doi.org/10.2469/cp.v1988.n5.4.

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17

Reber, Bryan H., and Scott Fosdick. "Building Business Relationships Online." Journal of Website Promotion 1, no. 1 (2005): 13–29. http://dx.doi.org/10.1300/j238v01n01_03.

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18

Holmlund‐Rytkönen, Maria, and Tore Strandvik. "Stress in business relationships." Journal of Business & Industrial Marketing 20, no. 1 (2005): 12–22. http://dx.doi.org/10.1108/08858620510576757.

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19

Möller, Kristian K., and Aino Halinen. "Business Relationships and Networks:." Industrial Marketing Management 28, no. 5 (1999): 413–27. http://dx.doi.org/10.1016/s0019-8501(99)00086-3.

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20

Humphries, Andrew, and Richard Wilding. "Sustained monopolistic business relationships." European Journal of Marketing 38, no. 1/2 (2004): 99–120. http://dx.doi.org/10.1108/03090560410511140.

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21

Jamaluddin, Faridzah, and Nizaroyani Saibani. "Systematic Literature Review of Supply Chain Relationship Approaches amongst Business-to-Business Partners." Sustainability 13, no. 21 (2021): 11935. http://dx.doi.org/10.3390/su132111935.

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Managing a business-to-business (B2B) supply chain relationship is an endless challenge. Many recent systematic literature review studies have discussed supply chain relationships from various perspectives. However, a comprehensive analysis, summarising the existing research, explicitly identified the implemented B2B supply chain relationships and found the effects of these relationships on supply chain performance remain lacking. To address the gap, this article presents a systematic literature review based on the PRISMA approach regarding the nature of the supply chain relationships between

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22

La Rocca, Antonella, and Ivan Snehota. "Business models in business networks – how do they emerge?" IMP Journal 11, no. 3 (2017): 398–416. http://dx.doi.org/10.1108/imp-07-2017-0039.

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Purpose The expanding body of research on business models generally assumes that firms operate in a “transactional” context. Several recent studies suggest that the concept of business models in contexts where relationships matter, such as business markets, involves issues that the transactional microeconomic perspective is ill suited to capture. In the expanding literature on business models, the role of context in how business models emerge and evolve is a topic that appears under researched. The purpose of this paper is to review the findings of these studies and explore how “relational con

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23

Rice, Philip F., and Chris Brune. "Teaching Business Statistics: Some Useful Relationships." International Journal of Business and Management 15, no. 5 (2020): 73. http://dx.doi.org/10.5539/ijbm.v15n5p73.

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The purpose of this paper is to suggest an instructional approach in the introductory business statistics course that utilizes relationships between separately introduced topics. The paper will explore three &ldquo;useful relationships&rdquo; that can assist classroom instruction: (1) the relationship between the simple arithmetic mean, the weighted arithmetic mean, and the expected value of a discrete probability distribution; (2) the relationship between the use of the multiplication rule to calculate the joint probability associated with two events, use of tree diagrams, and the use

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24

Anderson, James C., Håkan Håkansson, and Jan Johanson. "Dyadic Business Relationships within a Business Network Context." Journal of Marketing 58, no. 4 (1994): 1–15. http://dx.doi.org/10.1177/002224299405800401.

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In business-to-business settings, dyadic relationships between firms are of paramount interest. Recent developments in business practice strongly suggest that to understand these business relationships, greater attention must be directed to the embedded context within which dyadic business relationships take place. The authors provide a means for understanding the connectedness of these relationships. They then conduct a substantive validity assessment to furnish some empirical support that the constructs they propose are sufficiently well delineated and to generate some suggested measures for

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25

Dasanayaka, S. W. S. B., Omar Al Serhan, Mina Glambosky, and Kimberly Gleason. "The business-to-business relationship: examining Sri Lankan telecommunication operators and vendors." Journal of Business & Industrial Marketing 35, no. 6 (2020): 1069–87. http://dx.doi.org/10.1108/jbim-06-2019-0303.

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Purpose This study aims to identify and analyze factors affecting the business-to-business (B2B) relationship between Sri Lankan telecommunication operators and vendors. The authors conduct a survey and develop models to explain relationship strength and satisfaction. The authors find that telecommunication operators and vendors value trust, commitment, adaptation and communication. Operator satisfaction varies by perception of product quality, service support, delivery performance, supplier know-how and value for money. The vendor’s relationship strength is impacted by trust and commitment; v

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26

Eggert, Andreas, and Sabrina Helm. "Exploring the impact of relationship transparency on business relationships." Industrial Marketing Management 32, no. 2 (2003): 101–8. http://dx.doi.org/10.1016/s0019-8501(02)00224-9.

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27

Ryssel, Ricky, Thomas Ritter, and Hans Georg Gemünden. "The impact of information technology deployment on trust, commitment and value creation in business relationships." Journal of Business & Industrial Marketing 19, no. 3 (2004): 197–207. http://dx.doi.org/10.1108/08858620410531333.

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To strengthen their position in today's highly‐competitive and fast‐paced business environment, supplier firms often engage in relationships with their customers. Recent advances in information technology offer new ways of managing inter‐organizational relationships. In this paper, a model conceptualizing the impact of information technology deployment on inter‐organizational buyer‐seller relationships is developed. Using an empirical study of 61 German firms engaged in customer‐supplier relationships, this paper also gives some empirical evidence for the developed framework. With regard to re

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28

Sharma, Piyush, Russel Kingshott, Tak Yan Leung, and Ashish Malik. "Dark side of business-to-business (B2B) relationships." Journal of Business Research 144 (May 2022): 1186–95. http://dx.doi.org/10.1016/j.jbusres.2022.02.066.

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29

Anderson, James C., Hakan Hakansson, and Jan Johanson. "Dyadic Business Relationships within a Business Network Context." Journal of Marketing 58, no. 4 (1994): 1. http://dx.doi.org/10.2307/1251912.

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30

Leek, Sheena, Peter W. Turnbull, and Peter Naudé. "Managing Business-to-Business Relationships: An Emerging Model." Journal of Customer Behaviour 1, no. 3 (2002): 357–75. http://dx.doi.org/10.1362/147539202764441092.

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31

Chelariu, Cristian, and Talai Osmonbekov. "Communication technology in international business-to-business relationships." Journal of Business & Industrial Marketing 29, no. 1 (2014): 24–33. http://dx.doi.org/10.1108/jbim-09-2012-0162.

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Purpose – This study aims to examine the antecedents and performance consequences of three types of communication technology (phone, e-mail and internet) in cross-border business-to-business relationships. Design/methodology/approach – Based on the proposed theoretical framework six hypotheses are advanced and tested. The authors use regression analysis on data from a survey of American exporters combined with secondary data on emerging European markets. Findings – This research finds that relationship-level variables are better predictors of ICT use than country-level variables, and that ICT

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32

Menon, Ajay, Christian Homburg, and Nikolas Beutin. "Understanding Customer Value in Business-to-Business Relationships." Journal of Business-to-Business Marketing 12, no. 2 (2005): 1–38. http://dx.doi.org/10.1300/j033v12n02_01.

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33

Holm, Desirée Blankenburg, Kent Eriksson, and Jan Johanson. "Business Networks and Cooperation in International Business Relationships." Journal of International Business Studies 27, no. 5 (1996): 1033–53. http://dx.doi.org/10.1057/palgrave.jibs.8490162.

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34

Alajoutsijärvi, Kimmo, Tuija Mainela, Pauliina Ulkuniemi, and Emma Montell. "Dynamic effects of business cycles on business relationships." Management Decision 50, no. 2 (2012): 291–304. http://dx.doi.org/10.1108/00251741211203579.

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35

Rajnoha, Rastislav, Petr Novák, and Martina Merková. "Relationships Between Investment Effectiveness Controlling and Business Performance." MONTENEGRIN JOURNAL OF ECONOMICS 12, no. 2 (2016): 29–44. http://dx.doi.org/10.14254/1800-5845.2016/12-1/1.

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36

Lindh, Cecilia, and Emilia Rovira Nordman. "Information technology and performance in industrial business relationships: the mediating effect of business development." Journal of Business & Industrial Marketing 32, no. 7 (2017): 998–1008. http://dx.doi.org/10.1108/jbim-12-2016-0282.

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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 lin

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37

Leszczyński, Grzegorz. "BUSINESS-TO-BUSINESS ADAPTATION – CUSTOMER PERSPECTIVE." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 10(59) (December 28, 2013): 451–61. http://dx.doi.org/10.22630/pefim.2013.10.59.97.

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Adaptation is an essential process of business-to-business relationships. It is through the adaptation that relationship develops. The research presented in this paper shows that even in the specific conditions of the construction industry, adaptations occur not only on the supply side, but also on the customers. The scope of adaptation is different in the highlighted clusters of companies. Adaptations are low at companies that have the largest number of employees what lets them use their market position. On the other hand, one third of smaller businesses adapt to their key suppliers, mainly i

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38

Solovyova, Natalia Viktorovna, and Ayna Farid Mammadbayova. "Communication culturein building business relationships." Izvestia of the Russian Akademy of Education, no. 1 (2022): 146–51. http://dx.doi.org/10.51944/20738498_2022_1_146.

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39

Moshtari, Mohammad, and Evelyne Vanpoucke. "Building Sustainable NGO-Business Relationships." Academy of Management Proceedings 2020, no. 1 (2020): 12876. http://dx.doi.org/10.5465/ambpp.2020.12876abstract.

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40

Hallen, Lars, Jan Johanson, and Nazeem Seyed-Mohamed. "Interfirm Adaptation in Business Relationships." Journal of Marketing 55, no. 2 (1991): 29. http://dx.doi.org/10.2307/1252235.

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41

Vlami, Despina. "Building Trust Relationships in Business." Rives méditerranéennes, no. 59 (October 15, 2019): 47–70. http://dx.doi.org/10.4000/rives.6773.

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42

Hallén, Lars, Jan Johanson, and Nazeem Seyed-Mohamed. "Interfirm Adaptation in Business Relationships." Journal of Marketing 55, no. 2 (1991): 29–37. http://dx.doi.org/10.1177/002224299105500204.

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43

Lee, Tzong Ru (Jiun Shen), Goran Svensson, and Tore Mysen. "RELQUAL in Taiwanese business relationships." International Journal of Business Excellence 3, no. 4 (2010): 433. http://dx.doi.org/10.1504/ijbex.2010.035444.

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44

Morgan, Robert E. "Agile Business Relationships and Technology." Journal of General Management 29, no. 4 (2004): 77–92. http://dx.doi.org/10.1177/030630700402900405.

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45

Edvardsson, Bo, and Tore Strandvik. "Critical times in business relationships." European Business Review 21, no. 4 (2009): 326–43. http://dx.doi.org/10.1108/09555340910970436.

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46

Hingley, Martin, Sheena Leek, and Adam Lindgreen. "Business relationships the Morrissey way." British Food Journal 110, no. 1 (2008): 128–43. http://dx.doi.org/10.1108/00070700810844821.

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47

Cai, Jing, and Adam Szeidl. "Interfirm Relationships and Business Performance*." Quarterly Journal of Economics 133, no. 3 (2017): 1229–82. http://dx.doi.org/10.1093/qje/qjx049.

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48

Söllner, Albrecht. "Asymmetrical Commitment in Business Relationships." Journal of Business Research 46, no. 3 (1999): 219–33. http://dx.doi.org/10.1016/s0148-2963(98)00039-3.

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49

Úr, Norbert. "B2B Relationships in Business Network." E-conom 2, no. 2 (2013): 12–21. http://dx.doi.org/10.17836/ec.2013.2.012.

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50

Pornpitakpan, Chanthika. "Cultural Adaptation and Business Relationships." Journal of Global Marketing 16, no. 3 (2003): 75–103. http://dx.doi.org/10.1300/j042v16n03_05.

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