Essays on supplier responsiveness and buyer firm value - Nyenrode ...

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5.6 Closing Words This dissertation has examined the role of strategic supplier responsiveness in interorganizational risk reduction, its influence on satisfaction, buyer firm value, the mediating role of satisfaction, cross-cultural comparisons, and the difference in evaluations based on subjective and performance indicators. The true value of this research lies in its fundamental challenging of the link between supplier responsiveness and organizational risk. To a degree, we have provided evidence that this link is negative and not positive as assumed by many prior studies. However, further research will confirm whether or not our findings can be applied in a wide variety of contexts. 120
Summary in English This dissertation focuses on market orientation in the strategic supplier and buyer relationship context and further focuses on the concepts of idiosyncratic relation risk (IdRR), buyer satisfaction and supplier brand value as mediators of that relationship. Moreover, this dissertation adopts an inter-organizational perspective as opposed to intraorganizational perspectives in previous studies (Kohli & Jaworski, 1990; Narver & Slater, 1990; Slater & Narver, 1995). In the next sections we will cover the key definitions, the literature gaps, the research questions, a synopsis of each chapter, theoretical implications, practical implications, future research directions and a closing word. The key concepts in this study are supplier responsiveness, buyer satisfaction, IdRR, supplier brand value, buyer firm value, and subjective and objective performance measures. The term supplier responsiveness is defined as the accumulative supplier response that is created by internal supplier firm intelligence generation and dissemination processes to meet their buyer’s needs. The concept of buyer satisfaction is defined as the buyer’s cumulative economic and non-economic satisfaction with its strategic supplier firm. The term of IdRR is defined as the risk that exists because of entering into a specific relationship with another company. The concept of supplier brand value is defined from the perspective of a strategic buying center team, and is defined as the shared collective memories about the supplier’s brand, which provides it with leverage because of customer preference that it would otherwise not have without the brand. The term buyer firm value is defined as growth and stability in buyer cash flows. The concept of subjective performance measures is defined as heuristic individual evaluations of a firm’s performance and the concept of objective performance measures are defined as those measures which are calculated using standardized accounting and financial procedures. So far in the extant literature a general approach has been to focus on the intraorganizational market orientation-mediators-performance relationship (Kohli & Jaworski, 1990; Narver & Slater, 1990; Slater & Narver, 1995). For example, Kohli and Jaworski (1990) theorize about the impact of three components of market orientation on business performance. Whereas, Jaworski and Kohli (1993) empirically examine the impact of a market orientation on firm performance. Furthermore, Narver and Slater (1990) investigate the influence of market orientation on business performance in both commodity and non-commodity businesses. In addition, Grewal and Tansuhaj (2001) examined the impact of market orientation and strategic flexibility on firm performance after an economic crisis. Moreover, Slater and Narver (1995) propose that market orientation combined with an entrepreneurial drive and the right organizational climate produces the learning organization. Further, Voss and Voss (2000) examine the role of market orientation and product orientation on firm performance. Alternatively, Zhou et al. (2005) examine the impact of market orientation on firm performance via the mediators of technological and market innovations. Whereas, Verhoef and Leeflang (2009) examine whether marketing accountability increases the motivation for firms to be market oriented. In summation, the above studies on market orientation examine the 121
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ISBN 978-90-8980-055-8 © M. Abrahi
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Examination Committee Supervisor: P
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2.3 DEVELOPMENT OF THE CONCEPTUAL M
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5.1 RESEARCH FINDINGS 114 5.2 OVERA
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List of Tables Table 2.1 Representa
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PREFACE Oscar Wilde once said, “I
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Chapter 1 Introduction to the Thesi
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Figure 1.1 Mckinsey Survey Results
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1.4 Scope PhD thesis This thesis fo
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Netherlands. We used the maximum li
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2.1 Introduction A central tenant o
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only provide an assessment of the s
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Table 2.1 highlights several promin
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other hand, they later argue that m
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Therefore, there is a convergence i
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usiness performance, firms need to
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means is that the more better a str
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Supplier responsiveness or market o
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Naryandas, 1995). Further, idiosync
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They might also include the ease wi
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they ask about intimate supplier in
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Table 2.2 Modified Items of the MAR
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Table 2.2 Modified Items of the MAR
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market intelligence, offering flexi
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We considered several scales before
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Table 2.7 Component Matrix Buyer Sa
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een monitored to make sure they gav
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satisfaction and strategic supplier
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2.5 Measurement Model For creating
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In the third step, we used maximum
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incremental fit index (IFI) is one
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ange of 100-150 (Hair et al., 2006,
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indicator that has a link to custom
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Page 137 and 138: Businessweek. (2012). S&P/BusinessW
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