Cooperation in B2B relationships: Factors that influence customers' perceptions of salesperson cooperation

Abstract

A wealth of research indicates that cooperation is vital to the outcomes of relationships, particularly in B2B selling. Drawing from social exchange theory and research on social perception, we explore cooperation in B2B relationships from a dyadic perspective. Analyzing the responses of both salespeople and their customers, we demonstrate that customers do not always perceive salespeople's cooperation (e.g., efforts, behaviors); rather, salesperson and relationship characteristics can also influence perceived cooperation. Specifically, perceived cooperation is increased (e.g., higher regardless of actual cooperation) when a salesperson possesses a customer orientation or in a long-term salesperson-customer relationship. Conversely, perceived cooperation is decreased (e.g., lower regardless of actual cooperation) when a salesperson possesses high levels of self-efficacy. Furthermore, perceived cooperation's positive influence on relationship outcomes is enhanced when customers also perceive the salesperson as an expert.