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

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their country of operation. However, we do recognize that we studied it in North American and European contexts, and our findings may not hold true in different cultural settings, such as Asia or Africa. Our results also show that certain earned relational outcomes, such as satisfaction, may be of little significance to the firm across national cultures. The practical implication for businesses is that they have to adroitly choose which outcomes they wish to create or accumulate as market-based “assets.” Another implication is that changes in the cultural setting change the relative importance of metrics. As most metrics have been developed in the United States, it might be that those metrics are irrelevant in other cultural settings (Wierenga & Van Bruggen, 1997). To summarize, there are two major conclusions from our current study. Firstly, market orientation is a strategy that is valued across a variety of national and firm cultural spectrums. Secondly, businesses need culturally adapted, relational, process, and performance indicators to accurately gauge the performance of their marketing initiatives and strategic relationships. 94
Chapter 4 The Quest for Performance Substitutes: The Case of Objective and Subjective Performance Measures Abstract A recent study about strategic supplier market orientation has made two challenging assertions. The first is the negative relationship between idiosyncratic relational risk and buyer firm’s value. The second is that relational indicators are not a predictor of a buyer’s firm value, but insulation to idiosyncratic relational risk is. However, managerial perceptions are a limitation of the data set used in Chapter 2. Using objective data from the Reuters database and subjective data from Chapter 2, we find that results from the objective model do not confirm the results of the subjective model. This has important implications for businesses, primarily because there is a trend for managers to rely on their own heuristics and in strategic contexts, heuristics may be misleading. The consequences include potentially damaged strategic relationships. Keywords: supplier responsiveness, idiosyncratic relational risk, subjective and objective performance 95
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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
Page 44 and 45: Table 2.2 Modified Items of the MAR
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Page 49 and 50: market intelligence, offering flexi
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Page 53 and 54: Table 2.7 Component Matrix Buyer Sa
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Page 59 and 60: 2.5 Measurement Model For creating
Page 61 and 62: In the third step, we used maximum
Page 63 and 64: incremental fit index (IFI) is one
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Page 77 and 78: possibility that firm size may infl
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Page 83 and 84: Why do we pay more for an orange wi
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Page 89 and 90: BFV Hypothesis 4 IdRR->SBV Hypothes
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Page 107 and 108: 4.7 Discussion We start this discus
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Page 119 and 120: 5.5 Practical Implications From a m
Page 121 and 122: Summary in English This dissertatio
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Page 137 and 138: Businessweek. (2012). S&P/BusinessW
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Verhoef, P. C., & Leeflang, P. S. H
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1. The name of the company where yo
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9.The supplier seems to have good i
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17. The supplier takes a very long
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25. If the supplier were to find ou
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33.Does your strategic supplier als
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41.To what degree do those specific
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Supplier Brand Value 51.How likely
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Appendix B Scatter Plot Diagrams fo
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