Marketing theory and practice have focused persistently on exchange between buyers and sellers. Unfortunately, most of the research and too many of the marketing strategies treat buyer-seller excha...

Developing Buyer-Seller Relationships:

A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.

Defining supply chain management

The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

The author examines consumer affective responses to product/consumption experiences and their relationship to selected aspects of postpurchase processes. In separate field studies of automobile own...

Product/Consumption-Based Affective Responses and Postpurchase Processes:

Service-dominant logic continues its evolution, facilitated by an active community of scholars throughout the world. Along its evolutionary path, there has been increased recognition of the need for a crisper and more precise delineation of the foundational premises and specification of the axioms of S-D logic. It also has become apparent that a limitation of the current foundational premises/axioms is the absence of a clearly articulated specification of the mechanisms of (often massive-scale) coordination and cooperation involved in the cocreation of value through markets and, more broadly, in society. This is especially important because markets are even more about cooperation than about the competition that is more frequently discussed. To alleviate this limitation and facilitate a better understanding of cooperation (and coordination), an eleventh foundational premise (fifth axiom) is introduced, focusing on the role of institutions and institutional arrangements in systems of value cocreation: service ecosystems. Literature on institutions across multiple social disciplines, including marketing, is briefly reviewed and offered as further support for this fifth axiom.

Institutions and axioms: an extension and update of service-dominant logic

The dependency structure between wholesale-distributors and their major suppliers is posited to influence the type of contract—explicit and normative—used. In turn, dependency structure and type of...

https://www.jstor.org/stable/info/1251899

Interdependency, Contracting, and Relational Behavior in Marketing Channels:

Power and relationship commitment: their impact on marketing channel member performance

The authors examine three governance mechanisms according to how well they mitigate opportunism in marketing channels. Using the U.S. hotel industry as the research context, the authors investigate how opportunism is limited by (1) ownership, (2) investment in transaction-specific assets, and (3) norms of relational exchange. They also investigate how various combinations of these governance mechanisms affect opportunistic behavior in hotel channels. Overall, the results generally support emphasizing relational norms in managing opportunism in marketing channels. The results also indicate that opportunism can be exacerbated when ownership or investments in transaction-specific assets are accentuated as governance mechanisms.

Managing marketing channel opportunism: The efficacy of alternative governance mechanisms

https://hub.hku.hk/bitstream/10722/90572/2/Content.pdf

Market orientation, competitive advantage, and performance: A demand-based perspective

A modified model for examining power and its sources in marketing channels is developed and tested. The results of testing this model indicate that its predictive ability is no better than that of ...

James R. Brown

Papers

Interdependency, Contracting, and Relational Behavior in Marketing Channels:

Power and relationship commitment: their impact on marketing channel member performance

Managing marketing channel opportunism: The efficacy of alternative governance mechanisms

Market orientation, competitive advantage, and performance: A demand-based perspective

A Modified Model of Power in the Marketing Channel