Abstract
This article empirically measures the effects of organizational separation on industrial buying in the commercial construction industry. It was reasoned that the relationship between organizations and their buying centers should depend on the separations between organizational buying units. Two types of organizational separation were measured— geographic separation and communication separation. Industrial sellers must relate selling effort to buying behavior and procedures. This study reports on how buying influence varies between firms that operate at various levels of organizational separation. The managerial implications of matching the pattern of buying influence with appropriate selling effort is presented.
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