Buyer–Supplier Relationships and Customer Firm Costs

By Joseph Cannon, Christian Homburg. 2001

882 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/20ced4d44f357635dfc41d0b872cb8567a3e0adc

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In Management Information Systems

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Limits to global sourcing? Strategic consequences of dependency on international suppliers: Cluster theory, resource-based view and case studies (2008, background): “Another reason could be that a lower price is offset by significantly higher acquisition costs such as delivery, monitoring, coordination and other administrative tasks (Cannon and Homburg, 2001).”
Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers (2014, neutral): “847 Cannon and Homburg (2001)”
How does product program innovativeness affect customer satisfaction? A comparison of goods and services (2011, background): “Generally, a composite reliability of at least .6 is desirable ( Bagozzi and Yi 1988 ); every factor in our study meets this requirement.”
The effects of supplier capabilities on industrial customers’ loyalty: the role of dependence (2010, methodology): “Reliable delivery creates value by reducing the customer’s product acquisition costs ( Cannon and Homburg 2001 ) and improving operational efficiency (Doney and Cannon 1997).”
Trust at Different Organizational Levels (2008, background): “As a firm’s trust in its representatives increases, it becomes more committed to those representatives, which motivates the firm to increase support (Child and Mollering 2003; Gilliland and Bello 2002).”
Customer-Supplier Relationships and Corporate Tax Avoidance (2017, background): “Cannon and Homburg (2001) find that better communication and coordination between customers and suppliers is associated with lower customer operating costs.”
Relationship stability and supplier commitment to quality (2005, background): “< Insert Figure 1 about here > The importance of interorganizational relationships to achieving cost and service advantages has been widely acknowledged in the literature (e.g., Cannon and Homburg 2001).”
Global Purchasing Strategy: Conceptualization and Measurement (2006, background): “Similarly, constructs such as the availability of alternatives (Cannon & Homburg, 2001) may influence GPS positively, since more alternatives imply more choice, so a better fit between the company and a foreign supplier can be found.”
From customer value to repurchase intentions and recommendations (2008, background): “5 Sacrifices include monetary sacrifices such as direct costs, acquisition costs, and operation costs (Cannon and Homburg, 2001), and non-monetary sacrifices such as time, effort, and energy invested (Ravald and Grönroos, 1996; Lapierre, 2000).”
The Role of the Sales Force in Value Creation and Appropriation: New Directions for Research (2012, background): “Retention reflects a customer’s pattern of purchase behavior such as repeat purchases, decisions to renew a supplier contract, or expand future supplier purchases (Cannon and Homburg 2001).”