Control Mechanisms and the Relationship Life Cycle: Implications for Safeguarding Specific Investments and Developing Commitment

By Sandy D. Jap, Shankar Ganesan. 2000

1,469 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/558c6752a906e1e54a941c912e601b847789f2e8

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Specific Investments in Marketing Relationships: Expropriation and Bonding Effects (2003, methodology): “For example, distributors often invest in training to service the products of particular manufacturers (e.g., Anderson 1985; Anderson and Weitz 1992; Heide and John 1988; Jap and Ganesan 2000).”
Cross-Sectional versus Longitudinal Survey Research: Concepts, Findings, and Guidelines (2008, background): “For example, Jap and Ganesan (2000) assess the effect of relationship life cycle using a cross-sectional approach that asked respondents to classify their relationship life cycle stage.”
Control mechanisms across a buyer-supplier relationship quality matrix (2010, background): “…risks anduncertainties always exist in any exchange relationship no matter what its quality, control mechanisms are indispensable for reducing opportunistic behavior and for improving relationship performance (Huntley, 2006; Jap and Ganesan, 2000; Rauyruen and Miller, 2007; Williamson, 1985, 1993).”
The Many Futures of Contracts (2014, neutral): “…that arise in a collaborative fashion, rather than in a self-maximizing way; and solicit and exchange private information often (Bercovitz, Jap, & Nickerson, 2006; Carson, Madhok, Varman, & John, 2003; Carson, Madhok, & Wu, 2006; Heide & John, 1992; Jap & ganesan, 2000; Poppo & Zenger, 2002).”
A dyadic approach to the impact of differences in organizational culture on relationship performance (2009, background): “Incompatibility of the transacting organizations' operating philosophies is assumed to negatively influence the feeling of “we-ness” (Jap & Ganesan, 2000), and partner similarity in terms of working practices may be an important element of the overall ‘relational syndrome’ (Noordewier et al., 1990).”
Contracts, Extracontractual Incentives, and Ex Post Behavior in Franchise Channel Relationships (2012, background): “The use of one-sided contracts may also signal franchisor distrust in the franchisee, whereby the franchisee’s suspicion of the franchisor’s motives deepens (Jap and Ganesan 2000).”