Search results

Previous studies have found that a proactive market orientation (PMO) has a positive effect on product differentiation and innovation and that the effect is contingent on various factors. However, the influence of logistics on the positive relationship between PMO and product differentiation has received scant attention in marketing research. To fill this research gap, this paper aims to introduce the concept of postponement as a basic logistics strategy, currently used by many firms, and examine the interaction effect of PMO and postponement on new product differentiation.

Drawing on the exploration–exploitation literature, the authors considered PMO and postponement as types of exploration and exploitation, respectively. The authors hypothesized that postponement hampers the positive effect of PMO on product differentiation. The authors tested the hypotheses empirically by applying ordinary least squares regression to a sample of 187 brand managers in the Japanese apparel industry.

PMO is positively related to product differentiation, although the relationship is weakened when design and production systems are postponed, that is, when postponement hinders product differentiation.

Previous studies have examined market orientation and postponement (logistics) separately. However, referring to the exploration–exploitation literature, the authors built a conceptual and empirical bridge between market orientation and logistics management and proposed that this configuration is important for product differentiation.

Today, it is becoming increasingly important for manufacturers to develop cooperative relationships with distributors and obtain customized distribution services. Previous research has suggested that, with specified assets, manufacturers might “hold up” distributors and that such a relationship would not be sustainable. In contrast, the purpose of this paper is to develop a causal model to explain why and how manufacturers intend to extend cooperative relationships with distributors.

To propose a causal model, two approaches – relationship marketing and transaction cost analysis – are examined. To complement the defects of the two approaches, a repeated game theoretic approach was applied in the causal model. The proposed model is empirically tested with 144 strategic business units of manufacturers and the structural equation modelling. Also, a case from the US and Japanese automobile industries is proffered to discuss the validity of the model.

The results of the empirical analysis show that asset specificity by distributors increases manufacturers' long‐term orientation, which increases manufacturers' intention to extend the relationship. It was also found that the intention to extend the relationship is reduced by distributors' opportunism. These findings are supported by a case study of the automobile industry in the USA and Japan.

While most previous relationship marketing literature has focused on social psychological constructs, the present paper introduces the viewpoints of a game theoretic approach. The paper proposes a causal model regarding the relationship among asset specificity, opportunism, long‐term orientation and intention to extend the relationship, which successfully explains why manufacturers do not hold up distributors with their specified assets.

In dual distribution channel systems, integrated channels (manufacturer-owned) and independent channels (distributor-owned) are likely to adopt destructive behaviours. To suppress such behaviours, manufacturers need to implement conflict management systems. The purpose of this study is to examine the moderating role of conflict-learning capability (CLC) in the relationship between conflict management system and destructive behaviour. This study also investigates whether interactions between conflict management systems and CLC improve the overall channel performance.

Using survey data from 157 Japanese industrial manufacturers, this study conducted regression analyses and mediation analyses.

The results show that boundary and compensation systems have different effects on destructive behaviours. On the one hand, compensation systems with strong CLC have a larger impact, although those with weak CLC can also suppress destructive behaviours to some degree. On the other hand, boundary systems with strong CLC suppress destructive behaviours, but those with weak CLC do not. In addition, this study reveals that manufacturers with strong CLC can indirectly improve overall channel performance by implementing conflict management systems and suppressing destructive behaviours.

Previous studies reveal that boundary and compensation systems suppress destructive behaviours. However, these studies neglect the importance of organisational capability in the successful implementation of conflict management systems. By focusing on CLC, this study advances our understanding of dual distribution and channel conflict.