A dyadic process model for the development of long-term business relationships [Elektronische Ressource] / Anna Marie Dyhr Ulrich. Universität Flensburg
387 Pages
English

A dyadic process model for the development of long-term business relationships [Elektronische Ressource] / Anna Marie Dyhr Ulrich. Universität Flensburg

Downloading requires you to have access to the YouScribe library
Learn all about the services we offer

Description

Anna Marie Dyhr Ulrich A DYADIC PROCESS MODEL FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS PhD DISSERTATION INTERNATIONALES INSTITUT FÜR MANAGEMENT UNIVERSITÄT FLENSBURG 2008 A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents Table of Contents SUMMARY .................................................................................................................................................................10 CHAPTER 1 PROLOGUE...16 1.1 PRELIMINARY CASE: THE TRAILER SPRING BUSINESS RELATIONSHIP ..........................................................16 1.2 REFLECTION IN RELATION TO THE PRELIMINARY CASE.................................................21 1.3 RESEARCH AGENDA ........................................................................................................23 1.3.1 First part of the thesis............................................................24 1.3.2 Second part of the thesis ........................................................................................26 1.3.3 Third part of the thesis...........................26 1.4 A SHORT THEORETICAL REVIEW...................................................26 1.4.1 The Marketing Channel Approach........................................................................27 1.4.2 The Resource Dependence Theory........................................28 1.4.

Subjects

Informations

Published by
Published 01 January 2008
Reads 41
Language English
Document size 3 MB

Exrait



Anna Marie Dyhr Ulrich










A DYADIC PROCESS MODEL FOR
THE DEVELOPMENT OF
LONG-TERM BUSINESS RELATIONSHIPS











PhD DISSERTATION
INTERNATIONALES INSTITUT FÜR MANAGEMENT
UNIVERSITÄT FLENSBURG
2008
A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
Table of Contents
SUMMARY .................................................................................................................................................................10
CHAPTER 1 PROLOGUE...16
1.1 PRELIMINARY CASE: THE TRAILER SPRING BUSINESS RELATIONSHIP ..........................................................16
1.2 REFLECTION IN RELATION TO THE PRELIMINARY CASE.................................................21
1.3 RESEARCH AGENDA ........................................................................................................23
1.3.1 First part of the thesis............................................................24
1.3.2 Second part of the thesis ........................................................................................26
1.3.3 Third part of the thesis...........................26
1.4 A SHORT THEORETICAL REVIEW...................................................26
1.4.1 The Marketing Channel Approach........................................................................27
1.4.2 The Resource Dependence Theory........................................28
1.4.3 The Social Exchange and Social Network Theory...............28
1.4.4 The Transaction Cost Theory ................................................................................................................29
1.4.5 The Industrial Network and Interaction Approach..............30
1.5 WHY AN INDUSTRIAL NETWORK AND INTERACTION APPROACH?...............................................................31
1.6 LIMITATIONS WITHIN THE INDUSTRIAL NETWORK AND INTERACTION THEORY .........................................34
1.7 THE THEORETICAL BACKGROUND—THE INTERACTION MODEL.35
1.8 THE INTERACTION MODEL AS OVERALL FRAMEWORK FOR DEVELOPMENT OF THE A PRIORI FRAMEWORK
40
1.9 THE STRUCTURE OF THE THESIS ....................................................................................................................46
CHAPTER 2 RESEARCH ON THE DEVELOPMENT OF BUSINESS RELATIONSHIPS.................52
2.1 BUSINESS RELATIONSHIP FROM THE POINT OF VIEW OF AN INDUSTRIAL NETWORK AND INTERACTION
APPROACH .................................................................................................................................................................52
2.2 STRUCTURAL AND PROCESS CHARACTERISTICS............................55
2.3 THE INTERACTION PROCESS...........................57
2.3.1 The exchange process ............................................................................................................................57
2.3.2 The coordination process.......................58
2.3.3 The adaptation process..........................59
2.3 MOTIVES FOR ENTERING INTO LONG-TERM BUSINESS RELATIONSHIPS........................................................60
2.4 EXISTING THEORETICAL MODELS FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS......62
2.5.1 Models and frameworks for the development of the buyer-seller relationship ..................................63
2.5.2 Models for development of long-term business relationships—a short literature review.................64
2.5.3 Ford's “Development of buyer-seller relationships” and Dwyer et al.'s “Relationship development
process” ...............................................................................................................................................................68
2.5.4 Wilson’s integrative process model......................................74
2.5.5 Summary and discussion of the relationship development models .....................................................77
2
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
CHAPTER 3 CRITICAL FACTORS FOR THE DEVELOPMENT OF LONG-TERM BUSINESS
RELATIONSHIPS—A THEORETICAL REVIEW............................................................................................82
3.1 SUCCESSFUL BUSINESS RELATIONSHIPS AND CRITICAL FACTORS.................................82
3.2 DETERMINATION OF THE CONCEPT “CRITICAL FACTORS”.............................................84
3.3 INDIVIDUAL-RELATED FACTORS.....................................................................................87
3.3.1 Personality and personal competences.................................................................88
3.3.2 Specialist competences and experience................................89
3.4 ORGANISATION-RELATED FACTORS...............................................................................................................90
3.4.1 Expectations for the relationship...........91
3.4.2 Organisational culture ...........................................................................................................................93
3.4.3 The structural characteristics of the organisation...............95
3.4.4 Organisational experience and learning..............................97
3.5 ENVIRONMENT-RELATED FACTORS................................................................................................................98
3.5.1 Market structure, risk, dynamics, and position in the production channel........99
3.5.2 National character................................................................................................................................100
3.6 INTERPERSONAL AND INTERORGANISATIONAL FACTORS............102
3.6.1 Communication.....103
3.6.2 Trust.......................................................................................................................................................104
3.6.3 Commitment..........106
3.6.4 Personal relations ................................................................................................................................108
3.6.5 Social interaction..109
3.6.6 Conflict resolution111
3.6.7 Power and dependence ........................................................................................................................111
3.7 SUMMARY OF LITERATURE REVIEW ON CRITICAL FACTORS .......................................................................114
3. 8 CONCLUSION OF THE SUBSTANTIVE DOMAIN.............................119
CHAPTER 4 EMPIRICAL RESEARCH DESIGN............................................................................................123
4.1 PARADIGMS AND “ORIENTATION”...............................................................................................................123
4.2 REALISM.......................................................124
4.3 METHODOLOGICAL CONSIDERATIONS AND CHOICES..................125
4.3.1 Explorative study .................................................................................................................................125
4.3.2 Case study method127
4.3.3 A longitudinal process study................................................................................................................127
4.4 RESEARCH STRATEGY...................................129
4.4.1 Preparation...........129
4.4.2 Data collection......................................................................................................136
4.4.3 Data analysis .......................................141
4.5 DATA QUALITY AND VALIDITY.....................................................................................................................144
3
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
4.6 THE RESEARCH PROCESS—AN OVERVIEW...................................................................................................145
CHAPTER 5 THE EMPIRICAL RESEARCH SETTING...........148
5.1 DANDY (WWW.GUMLINK.COM) .................................................................................................................148
5.1.1 Historical Background.........................148
5.1.2 Products ................................................149
5.1.3 The development from “goodies” to functional products .................................................................150
5.1.4 Markets.................................................................................................................150
5.1.5 Business relationship partners............151
5.1.6 Competitors...........................................152
5.2 CADBURY SCHWEPPES PLC. (WWW.CADBURYSCHWEPPES.COM) ..............................................................153
5.3 AGROLIMEN AND THE JOYCO GROUP (WWW.JOYCOGROUP.COM)...........................156
5.3.1 JOYCO Group, S.A. .............................................................................................156
5.3.2 Historical Background.........................................................157
5.3.3 Products ................................................................................................................157
CHAPTER 6 THE DISTRIBUTION RELATIONSHIP BETWEEN DANDY AND JOYCO................159
6.1 IDENTIFICATION OF DEVELOPMENT STEPS FOR THE DISTRIBUTION RELATIONSHIP ...................................159
6.2 THE CRITICAL FACTORS FOR THE DISTRIBUTION RELATIONSHIP ...............................................................160
6.3 THE FIRST DEVELOPMENT STEP ...................................................................................161
6.3.1 The business relationship’s strategical importance and expectations – DANDY and JOYCO ......165
6.3.2 Power and dependence—JOYCO........................................................................................................167
6.3.3 Personal competence—JOYCO...........167
6.3.4 Communication—DANDY ...................................................................................................................168
6.3.5 Openness—JOYCO..............................168
6.3.6 Decision-making process—DANDY....................................................................................................169
6.3.7 Specialist competence and experience—DANDY...............169
6.3.8 Individual and organisational flexibility—DANDY...........171
6.4.1 Social interaction and personal relation—DANDY ...........................................................................174
6.4.2 Organisational culture—DANDY and JOYCO..................175
6.4.3 Management style—JOYCO ................................................177
6.4.4 Conflict resolution—JOYCO..............................................................................178
6.4.5 The Flexibility of the organisation—JOYCO.....................178
6.5 THE THIRD DEVELOPMENT STEP...................................................179
6.5.1 The flexibility of the organisation—DANDY and JOYCO.................................................................180
6.5.2 Commitment—DANDY and JOYCO ...................................181
6.5.3 Trust—DANDY and JOYCO................................................................................182
6.5.4 Risk willingness—DANDY..................................................183
6.6 DISCUSSION OF THE MOTIVES FOR THE SELECTION OF SPECIFIC CRITICAL FACTORS.................................183
4
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
6.7 DISCUSSION OF THE INDIVIDUAL FACTORS’ INTERRELATEDNESS...............................................................189
6.8 DISCUSSION OF CRITICAL FACTORS IN RELATION TO THE COURSE OF EVENTS...........................................190
CHAPTER 7 THE ENTRY RELATIONSHIP - PRODUCTION IN RUSSIA..........192
7.1 IDENTIFICATION OF THE THREE DEVELOPMENT STEPS FOR THE ENTRY RELATIONSHIP.................................192
7.2 THE CRITICAL FACTORS FOR THE ENTRY RELATIONSHIP.............................................193
7.3 THE FIRST DEVELOPMENT STEP ...................................................................................194
7.3.1 The strategical importance and expectations of the business relationship—DANDY & JOYCO...197
7.3.2 Commitment—DANDY & JOYCO ......................................................................................................198
7.3.3 Trust—DANDY .....................................198
7.3.4 Communication—DANDY ...................................................................................................................199
7.3.5 Risk willingness—JOYCO200
7.3.6 Power and dependence—DANDY .......................................................................................................201
7.4 THE SECOND DEVELOPMENT STEP...............202
7.4.1 Organisational experience—DANDY & JOYCO ................................................................205
7.4.2 Management style—JOYCO ...............................................206
7.4.3 Individual and organisational flexibility—DANDY..........206
7.4.4 Organisational culture—JOYCO .......................................................................................................206
7.4.5 Conflict resolution and communication—DANDY & JOYCO..........................207
7.4.6 Social interaction and personal relation—JOYCO...........208
7.5 THE THIRD DEVELOPMENT STEP...................................................................................................................208
7.6 CRITICAL FACTORS WITH EQUAL IMPORTANCE FOR THE ENTIRE DEVELOPMENT PROCESS ......................211
7.6.1 Openness—DANDY.............................................................................................................................211
7.6.2 Social interaction and personal relation—DANDY...........................................211
7.7 DISCUSSION OF THE MOTIVES FOR THE SELECTION OF SPECIFIC CRITICAL FACTORS212
7.8 DISCUSSION OF THE INDIVIDUAL FACTORS INTERRELATEDNESS................................................................217
7.9 DISCUSSION OF CRITICAL FACTORS IN RELATION TO THE COURSE OF EVENTS...........218
CHAPTER 8 THE OUTSOURCING RELATIONSHIP ...............................................................................220
8.1 IDENTIFICATION OF THE THREE DEVELOPMENT STEPS FOR THE OUTSOURCING RELATIONSHIP ...............220
8.2 THE CRITICAL FACTORS FOR THE OUTSOURCING RELATIONSHIP................................................................221
8.3 THE FIRST DEVELOPMENT STEP ...................................................................................222
8.3.1 Trust—DANDY .....................................225
8.3.2 Commitment—DANDY.........................................................227
8.3.3 Expectations—JOYCO ........................................................................................227
8.3.4 The strategical importance of the relationship—DANDY & JOYCO ...............................................228
8.3.5 Openness—JOYCO..............................................................228
8.3.6 Power and dependence—JOYCO........................................229
8.4 THE SECOND DEVELOPMENT STEP................................................................................229
5
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
8.4.1 Organisational experience—DANDY & JOYCO ...............................................................................232
8.4.2 Communication—DANDY & JOYCO.................................233
8.4.3 Commitment—JOYCO .........................................................................................234
8.4.4 Priority of partner products on equal terms with own products—DANDY.....................................235
8.4.5 Flexibility of the organisation—JOYCO.............................................................235
8.5 THE THIRD DEVELOPMENT STEP...................................................................................236
8.5.1 Critical factors with equal importance for the entire development process ....................................238
8.5.2 Social interaction and personal relation—DANDY ...........................................238
8.6 DISCUSSION OF THE MOTIVES FOR THE SELECTION OF SPECIFIC CRITICAL FACTORS239
8.7 DISCUSSION OF THE INDIVIDUAL FACTORS INTERRELATEDNESS................................................................241
8.8 DISCUSSION OF CRITICAL FACTORS IN RELATION TO THE COURSE OF EVENTS..........242
CHAPTER 9 THE HOLLYWOOD RELATIONSHIP..................................................................................244
9.1 IDENTIFICATION OF THE THREE DEVELOPMENT STEPS FOR THE HOLLYWOOD RELATIONSHIP..................244
9.2 THE CRITICAL FACTORS FOR THE HOLLYWOOD RELATIONSHIP .................................................................246
9.3 THE FIRST DEVELOPMENT STEP....................................................................................247
9.3.1 Trust ......................................................................................248
9.3.2 Specialist competence and experience................................................................249
9.3.3 Openness..............................................................................250
9.4 THE SECOND DEVELOPMENT STEP...............................................................................251
9.4.1 Adaptation and coordination253
9.4.2 Decision-making process.....................................................254
9.5 THE THIRD DEVELOPMENT STEP..................................................................................255
9.5.1 Commitment..........................................................................256
9.5.2 Personal Competence ..........................................................................................................................257
9.5.3 Social interaction and personal relation............................258
9.6 SUMMARY OF THE HOLLYWOOD CASE .......................................................................................................259
CHAPTER 10 DEVELOPMENT OF A DYADIC PROCESS FRAMEWORK........263
10.1 MOTIVES FOR ENTERING INTO A LONG-TERM BUSINESS RELATIONSHIP ..................................................265
10.1.1 Common interest in and desire to develop the relationship...........................267
10.1.2 Agreement in the perception of the advantages of the relationship................268
10.1.3 The existence of complementary needs and resources between the partners ...............................270
10.1.4 Conditions for entering into a long-term relationship—a summary .............................................271
10.2 THE IMPORTANCE OF EVENTS FOR THE BUSINESS RELATIONSHIP DEVELOPMENT PROCESS....................272
10.2.1 Limiting events ...................................................................................................................................272
10.2.2 Driving events.....274
10.3 THE DEVELOPMENT STEPS OF THE RELATIONSHIP....................................................................................277
10.3.1 The initiation step...............................................................278
6
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
10.3.2 The implementation step ....................................................................................................................280
10.3.3 The mature step..................................281
10.3.4 Summarising comments on the development steps of the relationship...........283
10.4 CYCLES WHICH SUPPORT THE UNDERSTANDING OF THE BUSINESS RELATIONSHIP DEVELOPMENT PROCESS
286
10.4.1 The growth cycle................................................................................................................................286
10.4.2 The decreasing cycle.........................287
10.4.3 Cycles—a supplement to the three step model ................................................................................288
10.5 An example of an integrated model and a “buyer–seller” consideration.........289
10.6 CRITICAL FACTORS AND THE THREE-STEP MODEL....................291
10.7 SELLER VERSUS BUYER IN THE ANALYSED BUSINESS RELATIONSHIPS.....................................................292
10.8 CRITICAL FACTORS FOR THE EVALUATION AND NEGOTIATION STEP........................294
10.9 ANALYSIS AND DISCUSSION OF THE CRITICAL FACTORS FOR THE EVALUATION AND NEGOTIATION STEP
296
10.9.1 The strategic importance of the business relationship.....................................................................297
10.9.2 Expectations........................................................................299
10.9.3 Openness.............................................................................301
10.9.4 Communication...302
10.9.5 Power and dependence ......................................................................................................................303
10.9.6 Risk willingness..................................305
10.9.7 Personal competence..........................306
10.9.8 Specialist competence and experience..............................................................................................307
10.10 CRITICAL FACTORS FOR THE IMPLEMENTATION STEP............................................308
10.11 ANALYSIS AND DISCUSSION OF THE CRITICAL FACTORS FOR THE IMPLEMENTATION STEP...................311
10.11.1 Organisational experience...............................................................................311
10.11.2 Communication.................................................................312
10.11.3 Organisational culture and management style...............313
10.11.4 Conflict resolution............................................................................................314
10.11.5 Organisational and individual flexibility........................315
10.12 CRITICAL FACTORS FOR THE MATURE STEP.............................316
10.13 TRUST, COMMITMENT, AND SOCIAL INTERACTION AND PERSONAL RELATION......................................318
10.13.1 Trust ..................................................................................................................318
10.13.2 Commitment......321
10.13.3 Social interaction and personal relation........................................................324
10.14 THE INTERACTION PROCESS AND THE CRITICAL FACTORS.....................................326
10.14.1 The attraction and negotiation process ..........................................................328
10.14.2 The coordination and adaptation process......................................................332
10.14.3 The maintenance process.................................................................................335
7
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
10.15 THE RELATIONSHIP PROMOTER................................................................................................................337
10.15.1 “Relation performance contributors”............................337
10.15.2 “Relation power sources”...............340
10.15.3 Comments about “The Relationship Promoter”............................................................................341
10.15.4 The role of the relation agent, the three development steps, and the interaction processes.......342
10.15.5 Minimising of the perceived distance between the two relation agents.......347
10.16 SUMMARY AND CONCLUSION OF THE MODIFIED DYADIC PROCESS FRAMEWORK..................................351
CHAPTER 11 CONCLUSION AND IMPLICATIONS ................................................................................357
11.1 CONCLUSION OF THE THESIS.....................................................357
11.2 ACADEMIC AND PRACTICAL CONTRIBUTIONS ...........................................................................................360
11.3 THE VALIDITY OF THE THESIS....................363
11.3.1 Robustness in the substantive domain..............................364
11.3.2 Robustness in the methodological domain ......................................................................................365
11.3.3 Robustness in the conceptual domain...............................367
11.4 FUTURE RESEARCH ....................................................................................................................................368
BIBLIOGRAPHY..........................................................................................................................................................I
EXHIBITS & TABLES
Exhibit 1.1 Connected relations for companies in a dyadic relation ........................................................................33
Exhibit 1.2 ARA model .................................................................................34
Exhibit 1.3 The Interaction model...............................................................................................37
Exhibit 1.4 A priori framework....................................................................43
Exhibit 1.5 Screening process of critical factors........................................................................49
Exhibit 4.1 The research strategy..............................126
Exhibit 4.2 The historical analysis ............................................................................................................................129
Exhibit 4.3 The research process...............................147
Exhibit 5.1. Position of the competitors in different regions ...................................................................................152
Exhibit 6.2 Development of the distribution relationship - second step.................................173
Exhibit 6.3 Development of the distribution relationship - third step .....................................180
Exhibit 7.2 Development of the entry relationship - second step............................................204
Exhibit 7.3 Development of the entry relationship - third step................................................210
Exhibit 8.1 Development of the outsourcing relationship - first step.....224
Exhibit 8.2 Development of the outsourcing relationship - second step .................................................................231
Exhibit 8.3 Development of the outsourcing relationship - third step....237
Exhibit 10.1 The a priori framework .........................................................................................................................264
Exhibit 10.2 The a priori framework – prerequisites for the relationship..............................265
Exhibit 10.3 The a priori framework—development steps.......................277
Exhibit 10.4 Three-step model ...................................................................................................................................283
8
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Table of Contents
Exhibit 10.5 The further development of the business relationship.........................................................................285
Exhibit 10.6 Growth cycle ..........................................................................287
Exhibit 10.7 The decreasing cycle.............................................................288
Exhibit 10.8 The three-step model and the supporting cycles..................................................289
Exhibit 10.9 McQuiston’s conceptual model ............................................................................290
Exhibit 10.10 The a priori framework—Critical factors and first step ...................................294
Exhibit 10.11 The a priori framework—Critical factors and second step..............................309
Exhibit 10.12 The a priori framework—Critical factors and third step..................................316
Exhibit 10.13 The a priori framework—the interaction process .............................................327
Exhibit 10.14 The distance-minimising process........................................350
Exhibit 10.15 The modified dyadic process framework...........................................................352

Table 1.1 Content in the three domains.......................................................................................................................48
Table 2.1 Critical factors integrated in the development process of the business relationship ..............................77
Table 2.2. Important factors and characteristics for the individual stages79
Table 3.1 Overview of critical factors—in relation to the four factor groups........................................................115
Table 3.2 Factors and definition of factors for the present thesis ...........................................117
Table 5.1 Overview of DANDY’s business relationships.........................151
Table 5.4 Recent JOYCO activities: ..........................................................................................................................158
Table 6.2. Chosen critical factors in a prioritized order160
Table 6.3 Summary of the importance of the factors in the individual development steps....................................184
Table 7.2 Chosen factors in a prioritized order........................................................................193
Table 7.3 Summary of the importance of the critical factors in the individual steps .............................................213
Table 8.1. Identification of the three development steps for the outsourcing relationship....220
Table 8.2 Chosen critical factors in a prioritized order...........................................................................................221
Table 8.3 Summary of the importance of the factors on the individual development steps ...................................239
Table 9.1 Identification of the three development steps of the Hollywood relationship........245
Table 9.2 Chosen critical factors in a prioritized order...........................................................................................246
Table 10.1 Estimated advantages of the DANDY-JOYCO relationship..................................269
Table 10.2 Events that are considered restrictive for the development process of the business relationship......273
Table 10.3 Events considered to be promoting for the development process of the relationship .........................275
Table 10.5 Concretising of the buyer and seller role ...............................................................................................292
Table 10.6 Critical factors for the evaluation and negotiation step........................................295
Table 10.7 Critical factors for the implementation step...........................310
Table 10.8 Critical factors for the mature step.........................................................................317
Table 10.9 Summary of the tasks and roles divided among development steps......................................................347


9
© Anna Marie Dyhr Ulrich



A DYADIC PROCESS FRAMEWORK FOR THE DEVELOPMENT OF LONG-TERM BUSINESS RELATIONSHIPS Summary
SUMMARY


The aim of this study is to create a larger operational knowledge about how international business
relationships develop. In order to achieve this aim, a conceptual model is built and subsequently
subjected to iterative testing against empirical observations.

The following outline depicts how the study achieves this aim:

1. Gaining an increased knowledge by identifying and operationalizing critical factors for
the development of long-term international business relationships on different
development levels in the business relationship. These factors are identified from both a
buyer’s and a seller’s point of view.
2. Describing and analysing the development processes of four business relationships
using an event-based method.

The result of these steps will be the development of a dyadic process model that integrates the critical
factors for the development processes of four international business relationships from the perspective
of the both buyer and the seller. The focus of this thesis will be on the dyadic business relationship
where the interaction process plays a central role and where it generally will be considered as
interaction between two or more individuals who are linked to one another’s business context.

The chosen theoretical starting point for this thesis is in the IMP-driven industrial network and
interaction approach; specifically, in the Interaction Model developed primarily by Håkansson in
1982. The industrial network and interaction approach can be seen as some sort of offshoot of the four
theories: “the marketing channel theory,” “the resource dependence theory,” “the social exchange
theory and social network,” as well as “the transactions cost theory.” There is no doubt that the
previous researchers within this industrial network approach have looked for inspiration in these
theories. With this research process, the author intends to contribute to the development of knowledge
within the industrial network and interaction approach.

An event-based method has been chosen for this study. It is therefore important that a theoretical
framework is chosen that focuses on creating an understanding of which conditions and factors
influence the interaction between a minimum of two partners. At the same time, it is decisive that the
10
© Anna Marie Dyhr Ulrich