Building and Sustaining Buyer–Seller Relationships in Mature Industrial Markets
By Das Narayandas, V. Rangan. 2004
507 citations recorded by the source corpus.
Subfields: Management Information Systems, Marketing, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/6d3be842c5d9550f3b476cdd65aae956aee4f329
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Information Systems
- Aihua Wu
- Sandy C. Chen
- F. V. D. van den Bosch
- Henk W. Volberda
- Zhuoyuan Wang
- Yoon Hee Kim
- Paul W. L. Vlaar
In Marketing
In Organizational Behavior and Human Resource Management
- Aihua Wu
- Sandy C. Chen
- F. V. D. van den Bosch
- Henk W. Volberda
- Zhuoyuan Wang
- Yoon Hee Kim
- Paul W. L. Vlaar
Citations in the corpus
- Cross-Sectional versus Longitudinal Survey Research: Concepts, Findings, and Guidelines (2008, unknown): “These data sets also include four outcome variables assessed at both Time 1 and Time 2: new product (1) cre- ativity, (2) speed, (3) outcome satisfaction, and (4) financial satisfaction.”
- Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense (2006, background): “…are divided, how partners are doing, and how they will react to what one says and does (Hill and King 2004; Klein Woolthuis et al. 2005; Narayandas and Rangan 2004; Sivadas and Dwyer 2000; Weick and Roberts 1993), and it enables them to assess and appreciate the nature and purpose of…”
- Impact of specific investments, governance mechanisms and behaviors on the performance of cooperative innovation projects (2017, background): “This is also a self-reinforcing process: as commitment in assets generates trust in a partner, trust in turn encourages a firm to invest more in specific assets (Narayandas and Rangan, 2004), so trust becomes an effective governance safeguard for those specific assets.”
- The Effects of Major Customer Networks on Supplier Profitability (2017, background): “In their longitudinal study of supplier–buyer dyads with various power structures, Narayandas and Rangan (2004) observed that initial power asymmetries between the parties are modulated as high levels of interpersonal trust develop and further increase the organizational commitment of both parties.”