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The purpose of this paper is to address the effects of deep environmental changes on business network actors’ behaviors. The consequences of political, institutional, and socio-economic changes on Tunisian automotive spare-parts distribution networks during the past five years are examined. The authors chose the Tunisian automotive spare-parts distribution network for several important reasons. Most importantly, it gave us a unique platform to study the aftermath of deep political, socio-economic, and governance shocks caused by the Jasmin Revolution on a historically stable, simple, and productive business network within the import-dependent Tunisian spare-parts distribution system.

A qualitative, exploratory research project was conducted in Tunisia to assess and interpret changes in actors’ behaviors and business relationships within the automobile parts aftermarket due to major social, economic, and political upheavals. Automobile parts jobbers served as principal source of data for investigations. Jobbers were selected as key respondents because of the middle and pivotal position they occupy in Tunisian automobile parts distribution channels. For this reason, they were able to provide insightful and compelling information about business relationships with upstream channel members such as manufacturers and wholesalers as well as with downstream channel members such as retailers, repair shop owners, and repair technicians.

The authors found that seismic political, socio-economic, and interpersonal relationship shocks to institutions significantly impacted the behaviors of key actors in those networks, which, in turn, altered the nature and conduct of business within those networks. Profound changes in the companies’ external environment provoked changes in the companies’ proximate relationships and business dealings. In the short-run, these changes brought more conflictual and more short-term and selfish behaviors on the part of network actors in their ongoing business relationships. In long term, the increased volatility and uncertainty will likely bring wanted and unwanted institutional changes which, in turn, will likely create new forms of behaviors, relationships, and business networks. This new situation will cause a distrust between distribution actors and among notorious automotive brand names that are counterfeit and sold as genuine brand.

As in the case of qualitative methodology, this research has several limitations. One of them is the focus on jobbers. Although the choice of jobbers as a key respondent is justified by their middle role between the importer wholesalers as their suppliers and the repair shops as their clients, the views of these other actors are not directly mirrored in the research. Another limit is that only the most important jobbers were asked who were generally threatened by the counterfeit products and who did not deal with those products. Thus, the view of the new actors is missing from the picture.

Managers must pay attention to potentially dangerous combinations of elements which, when taken together, may prompt self-serving and destructive behaviors that may threaten the continued prosperity of long-standing business relationships and networks. As in the Tunisian case, the lower the level of compliance combined with the availability of low price, counterfeit or imported goods dramatically increased the level of short-term, malevolent relationship-destroying behaviors. Perhaps the greatest danger to overall network prosperity comes when short-term opportunism replaces the pursuit of long-term mutual benefits. Research has long demonstrated that high-involvement long-term relationships are essential for distribution companies’ growth and sustained performance.

Given the immediacy of the revolution and the paucity of research on channels in developing North African nations, this work stands to make a timely contribution to the literature. The influence of weak institutions (including governments) is a unique and important contribution. Other unique contribution is the introduction of counterfeit goods into consideration showing their role in the changes of actors’ behavior and in the possible source of conflicts.

There has been a steady increase in the amount of research and theorising in the area of interorganisational research, especially with regard to buyer‐seller arrangements in marketing channels (Andersen and Narus 1990, Bergen et.al., 1992, Boyle et.al., 1992). Alternative interorganisational governance models, such as joint ventures, strategic alliances, and sole‐sourcing are the reality of modern business management (Borys and Jemison 1989, Buckley and Casson 1988), and so interfirm governance has become a strategic management issue. The much‐cited work of Porter (1985, 1991) has focused on the optimal linkage of interfirm activities, and regards the planning and governance of interfirm relations as an important competitive strategic issue, a point reiterated by Heide (1994). The issue of channel relationships has been one of concern for both practitioners and academics, and theories such as those of transaction cost analysis (TCA), agency theory, and relational norms have on the one hand shed much light on the problems, and on the other provided a fruitful backdrop to much empirical research. Less attention has been given to the effects of time on these notions, both in the literature and in empirical research. In this article we provide an overview of the theories, and attempt an integration. The purpose of this article is to focus on transaction cost economics (TCE) and relational exchange theory to provide an overview of the areas of interorganisational research where relationships play a role. A number of areas where the theories diverge and converge are outlined. More importantly, we endeavour to bring the effects of time into consideration, and to develop propositions for further research.

China’s economy is transforming at a brisk pace. A partially dismantled command economy and introduction of competition have fueled consumer demand for a greater selection of innovative new products in the retail market. The challenge for retail buyers is to adjust their procurement processes to respond to consumer needs in an efficient and effective manner. This study examines factors influencing buyer‐supplier relationships in a transition economy. We present a model to explain the factors driving retail buyer dependence on suppliers. We find that retailer evaluation of supplier credibility mediates the relationship between retailer perceptions of a supplier ability to add value to its business and the ability to achieve its desired goals. In part, this is due to the supplier’s market orientation. Interestingly, guanxi ties have no impact on the retailer perceptions of the supplier credibility, but have a positive affect on retailer dependence on its supplier partners.

Seeks to introduce a JBIM special issue of articles that moves the innovation‐diffusion‐adoption (IDA) literature beyond identifying key success factors to thick descriptions of the dynamics of human interactions and the enactment of decisions‐events‐outcomes using multiple rounds of informant‐researcher interpretations.

Adopts the view that informants' views as to what is happening, why it is happening, and the consequences of what is happening often go through a series of revisions depending on when the informant data are collected.

Individuals successful in guiding IDA processes exhibit great adaptability in going around and through road‐blocks that they encounter over the months and years from innovation to market success. Informants in second and third interviews provide critical information on process nuances that go unreported in single‐meeting interviews.

Specific case studies are absent of how executives might use such process data to revise their sense‐making and improve decisions based on insights that become available only through such explicit retrospection. The implication is that this special issue is a stepping‐stone from cross‐sectional survey research to system dynamics research with hands‐on participation by executives.

Now one should get real, describe, understand, and play inside IDA processes in real‐time with executives and researchers working together via multiple meetings using system dynamics research tools.

For IDA research this special issue calls for embracing a revolution ending the dominance of closed‐end self‐completed survey data to using multiple‐rounds of face‐to‐face interviews and direct observations with informant revisions of findings.

This paper aims to explore the effects of institutional environments across developed and emerging markets on buyer–supplier cooperation. It empirically examines a Business-to-Business relational exchange model of trust-building, commitment and cooperative behaviors within firms in the USA and countries such as Brazil, Russia, India and China (BRIC).

A conceptual model and accompanying research hypotheses are tested on a sample of buyers from the USA (n = 169), Brazil (n = 110), China (n = 100), Russia (n = 100) and India (n = 100). Structural equation modeling is used to test the relationships in the model.

Findings suggest that approaches to achieve successful cooperation vary across countries and depend on the interaction between formal and informal institutions present in each country. Results show that buyers from India and China place relatively greater emphasis on conflict resolution and commitment, whereas buyers from Brazil and Russia rely more on trust in their efforts to create cooperative relationships. For US buyers, formality and quality of communication and functional benefits are key factors in fostering trust, commitment and cooperation.

A conceptual framework is advanced that extends traditional westernized and China-only perspectives of relational exchanges to a more universal context. Results suggest that suppliers understand how their buyers’ country-level institutional environment shapes their partnership legitimacy and relational motivations at the transaction level.

To the best of the authors’ knowledge, this study is the first to examine buyer–supplier relational exchanges through the lenses of transaction cost, social exchange and institutional theories using the USA and BRIC nations as proxies for examination of institutional effects.

Due to the increased domination of industrial sales channels by distributors, suppliers must develop strong relationships with industrial distributors in order to succeed in new markets. Initiating partnering relationships with distributors in new markets, however, entails significant risks and commitments with the prospect of substantial long‐term rewards. To help suppliers assess and select distributor partners, this study focuses on the starting‐point of the relationship by exploring industrial distributors' expectations of benefits. A nationwide survey of US industrial distributors showed that distributors expect financial and competitive differentiation benefits with greater differentiation benefits inferred to lead to fewer financial benefits. Several observable distributor characteristics can be used by suppliers to conduct preliminary assessments of distributor expectations and thereby prepare for a healthy future relationship.

The purpose of this paper is to explain the impact of relationship capital (trust and commitment) and the exchange climate (communication, conflict resolution and cooperation) on performance satisfaction in the context of buyer–supplier relationships. The study also examines the influence of national culture on the proposed relationships.

A conceptual model and accompanying research hypotheses are tested on data from a survey of 169 US and 110 Brazilian buyers. Structural equation modeling (AMOS 18.0) is used to test the hypotheses.

Results suggest that performance satisfaction is highly dependent on the level of relationship capital and climate of information exchange between buyer and supplier. Quality communication and conflict resolution have the greatest impact on performance satisfaction while trust’s influence is both direct and mediated by the exchange climate.

The study is limited to a two-country sample in a business-to-business (B2B) context. Also, this study examines only the impact of socio-psychological behaviors on performance outcomes; economic variables are not considered.

Results provide insight into what behavioral attributes are most influential in increasing a buyer’s satisfaction with a supplier’s performance in distinct countries. Based on the findings, suppliers can better formulate strategies to enter overseas markets.

This study extends the strategic alliance literature on performance-relevant behaviors to the context of buyer–supplier relationships. In addition, the study contributes to the extant literature by including a sample from an emerging market.