Edited by Gary L. Lilien and Rajdeep Grewal
Ernan Haruvy and Sandy Jap In 2009, the Global 2000 firms earned revenues of more than $32 trillion and spent $11.8 trillion with 134 500 trading partners on average (Forbes.com 2010). A central goal in the research on business markets is to improve the efficiency and effectiveness of these transactions. Substantial literature in marketing considers organizational exchange issues from a variety of perspectives. A special issue of Marketing Letters summarizes the knowledge to date and highlights opportunities for research on various issues ranging from analytical and empirical models of manufacturer–retailer interactions and promotional strategies (Ailawadi et al. 2010, Coughlan et al. 2010), to sales force incentives (Mantrala et al. 2010) and design (Bradford et al. 2010), to B2B marketing and new product management (Lilien et al. 2010), to channel design issues (Sa Vinhas et al. 2010) and governance (Rindfleisch et al. 2010). Another important area of inter-organizational exchange includes negotiation strategies and their outcomes (Ganesan 1993; Srivastava and Chakravarti 2009). These research streams implicitly approach the dyad (buyer–seller or manufacturer– retailer or reseller) as the relevant unit of analysis. However, there is also growing recognition that organizational exchange performance is at least in part determined by factors external to the dyad; much of this work is rooted in social network theory and the impact of network properties on exchange (Houston et al. 2004; Van den Bulte and Wuyts 2007; Wuyts and Geyskens 2005; Wuyts et al. 2004). In this chapter we broaden the unit of analysis even further...
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