Determinants of Joint Action in International Channels of Distribution: The Moderating Role of Psychic Distance
Wesley J. Johnston, Shadab Khalil, Megha Jain, Julian Ming-Sung Cheng
Journal of International Marketing: Vol. 20, No. 3, pp. 34-49
Joint action, a key element of relational exchanges, has largely been ignored in the international channel literature, and not much is known about the determinants of joint action in cross-border exchanges. In view of this, the authors investigate the role of interchannel communication in motivating buyers for joint action in cross-border channel exchange relationships. The authors also propose and examine the moderating effect of psychic distance, a crucial aspect of cross-border exchanges. They use partial least squares to analyze survey data collected from Taiwanese importers, and the findings reveal that trust and satisfaction fully mediate the relationships between frequent and bidirectional communication and joint action. The authors also confirm the detrimental moderating impact of psychic distance on the relationships between communication facets and relational mediators (trust and satisfaction). However, psychic distance does not hinder the relationships between the relational mediators and joint action. The research provides insights into two underresearched areasânamely, joint action and intercultural communicationâand advances theoretical understanding on how to encourage joint action in psychically distinct buyers and sellers.
Does customer information usage improve a firm’s performance in business-to-business markets?
Minna Rollins, Danny N. Bellenger, Wesley J. Johnston
Industrial Marketing Management, Volume 41, Issue 6, August 2012, Pages 984â994
This study investigates how different ways of using customer information affects a firm’s performance in business-to-business markets. This study focuses on two different types of information usages, action-oriented and knowledge-enhancing information usage. Results from Partial Least Squares analysis show that action-oriented customer information usage, direct information usage, contributes to customer performance, but not directly to business performance. Furthermore, the findings indicate that the extent of customer information collected within a company and the sharing of this information improves both direct and indirect customer information usages. Implications for managers and avenues for further research are discussed.
- We study two types of customer information usages in business companies.
- Direct customer information usage has a positive effect on customer performance.
- Amount of information collected and sharing it contributes to better usage of customer information.
Using trade show information to enhance company success: an empirical investigation
Harriette Bettis-Outland, Wesley J. Johnston, R. Dale Wilson
Journal of Business & Industrial Marketing, Vol. 27 Iss: 5, pp.384 – 391
This paper seeks to provide an exploratory empirical study of the variables that are part of the return on trade show information (RTSI) concept, which is based on the use and value of information gathered at a trade show.
The research is designed to explore relationships and identify those variables that are a particularly important part of the RTSI concept. The paper provides an exploratory test of the relationship between a series of variables that are related to the value of information gathered at trade shows. Data were collected from trade show attendees approximately 60 days after the trade show. A multiple regression model was developed that explores the relationship between the dependent variable that focuses on information value and the independent variables on various aspects of information acquisition, information dissemination, and information use.
The final multiple regression model found a significant relationship for several variables and has an adjusted R2 value of 0.552. Four significant independent variables were identified â one each in the information use and the shared information categories and two in the information acquisition category. These findings present an interesting picture of how information is used within an organization after it is acquired at a trade show.
The research is limited by the multiple regression model used to explore the relationships in the data. Also, data from only one trade show were used in the model.
This paper focuses on the intangible, longer-term benefits as important considerations when determining the value of new trade show information to the firm. The evaluation of trade show information also should include these intangible benefits, such as improved interdepartmental relations or interactions as well as discussions with other trade show participants in finding new uses for information that impacts the company’s future success, as well as shorter-term benefits such as booth activity.
The paper offers a unique approach for determining the value of information acquired at trade shows. Though information gathering has been included as an outcome variable in previous trade show studies, no other research has studied the value of this new trade show information to the company.