Buyer–seller relational engagement and seller brand equity

Abstract

Purpose Relational engagement is offered as a framework to describe how buyers and sellers conduct exchange. Relational engagement is conceptualized as a higher-order construct comprising three dimensions: legal bonds, knowledge exchange and co-production. This paper aims to examine the efficacy of the construct by testing its influence on buyer–perceived seller brand equity. Design/methodology/approach An online survey of 401 US-based industrial buyers was conducted. Data were analyzed using structural equation modeling. Findings Empirical analysis supports the proposed conceptualization of relational engagement, as well as its influence on seller brand equity through influencing buyer-perceived relationship effectiveness. Practical implications Relational engagement offers a template to sellers for engaging organizational buyers. A relational engagement strategy has favorable implications for seller brand equity. Originality/value Relational engagement offers a comprehensive strategic perspective on inter-organizational exchange, moving beyond tactical approaches. The framework reflects the continuum of exchange, incorporating transactional-dominant and relationship-dominant forms of inter-organizational marketing practices.