Perceptual difference of dependence and trust in marketing channel: reconsideration of dependence measurement
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Perceptual difference of dependence and trust in marketing channel: reconsideration of dependence measurement Fang Jia1 · Zhilin Yang2,3 Received: 23 January 2018 / Revised: 2 April 2019 / Accepted: 18 June 2019 © Springer Nature Limited 2019
Abstract In dyadic business relationships, different levels of interdependence can form which, in turn, develop various levels of trust. We propose and test the three aspects of interdependence—mutual dependence, dependence asymmetry, and perceived difference of dependence. This empirical study of 300 mobile phone supplier–retailer dyads in China reveals that the three aspects of interdependence affect interfirm trust in different ways. Channel members’ perceived receipt of partners’ supporting behavior mediates the relationships. Mutual dependence and perceived difference of dependence enhances perceived support and trust, while dependence asymmetry exerts a negative effect on perceived support and trust. Keywords Mutual dependence · Dependence asymmetry · Perceptual accuracy · Interfirm trust · Dependence measurement · Perceptual difference of dependence
Introduction Firms facing rapidly changing competitive environments tend to strengthen collaborative relationships with their upstream and downstream channel members (Zhuang and Zhou 2004). Such collaborative relationships mainly rely on relational forms of exchange characterized by high levels of trust (Morgan and Hunt 1994). The high * Zhilin Yang [email protected] Fang Jia [email protected] 1
College of Management, Shenzhen University, Nanhai Ave 3688, Shenzhen 518060, Guangdong, People’s Republic of China
2
School of Management, China University of Mining and Technology, South Lake Campus, No. 1 University Road, Xuzhou, Jiangsu, China
3
Department of Marketing, City University of Hong Kong, 83 Tat Chee Avenue, Kowloon Tong, Hong Kong
Vol.:(0123456789)
F. Jia, Z. Yang
levels of trust enable parties to focus on the long-term benefits of the relationship (Ganesan 1994), ultimately enhancing competitiveness and reducing transaction costs (Noordewier et al. 1990). Channel members in collaborative relationships are necessary, and, at least to some extent, are dependent on other channel members in the supply chain. Dependence has been widely used in the marketing and management literature to study interactions between organizations (e.g., Kumar et al. 1995). A meta-analysis reveals that dependence affects performance primarily through relationship quality and cooperation, while interdependence has substantial direct effects as well as effects mediated through relationship-specific investments and cooperation (Scheer et al. 2015). Trust and power (dependency) are often considered as the basic pillars of relationship, which influence such relational aspects as commitment and cooperativeness (Choi et al. 2012; Ming et al. 2014). Several studies (Andaleeb 1996; Katsikeas et al. 2009; Kim 2000) investigated the effects of dependence or trust on channel performance. In the context of distribution channels, de
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