Drivers of supplier-customer relationship profitability in China: Assessing International Joint Ventures versus State Owned Enterprises

Bonnie Dawson*, Louise Young, John M. Murray, Ian Wilkinson

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Business relationship performance depends on the context(s) in which the relationship is being conducted, including the cultural context and the nature of the organizations participating in them. Here, we examine the drivers of performance in Chinese supplier-customer relationships for two types of Chinese suppliers - International Joint Ventures (IJVs) and State Owned Enterprises (SOEs). The results indicate there are marked differences in the links between relationship drivers and perceived relationship profitability for these different types of suppliers. The profitability of SOEs' customer relations is associated with ongoing personal and hierarchical linkages, whereas for IJVs, it is associated with interactive product adaptation and production planning. Drivers with significant associations for both types of suppliers include relational quality and financial exchange factors. This research has implications for the ongoing management of international supplier-customer relationships, Chinese government policy with regard to SOEs as well as the inclusion of organization types as a consideration for business marketing relationship and value creation theory.

Original languageEnglish
JournalIndustrial Marketing Management
Volume66
Pages (from-to)29-41
ISSN0019-8501
DOIs
Publication statusPublished - 2017

Keywords

  • Business marketing relationships
  • China
  • International Joint Ventures
  • State Owned Enterprises
  • Supplier-customer relationship profitability

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