Noncoercive Influence Strategies Research Articles

The dilemma of relational embeddedness: mediating roles of influence strategies in managing marketing channel opportunism

PurposeThe purpose of this study is to develop a better understanding of how relational embeddedness offers marketing channel partners both benefits and hazards. The nonlinear effect of relational embeddedness on channel opportunism is investigated. Influence strategies (i.e. coercive and noncoercive influence) are also examined as mediators of this nonlinear effect.Design/methodology/approachSurvey data are gathered from a sample of 149 manufacturers in China. The hypotheses are tested through regression analysis.FindingsThe results support the hypothesis that relational embeddedness has a U-shaped effect on opportunism, and that this relationship can be mediated through noncoercive influence strategies. The results also indicate that coercive influence has an inverted U-shaped effect and noncoercive influence has a U-shaped effect on opportunism.Research limitations/implicationsThis research serves as a launching point for further investigations into the “black box” of the double-edged effects of relational embeddedness. Other channel behavior constructs can be explored in future studies.Practical implicationsFirms should be aware of the benefits and pitfalls associated with relational embeddedness in marketing channels. They should be alert to using influence strategies when managing channel opportunism.Originality/valueThis study addresses the dilemma of embeddedness in marketing channel relationships and reveals its causes and mechanisms by exploring the mediating effects of influence strategies.

할인점과 공급업체간의 협력을 유도하기 위한 할인점의 비강압적, 직접적 영향전략과 공식화의 역할

온라인 쇼핑업체의 성장으로 인하여 최근 수년간 국내 할인점은 매출이 계속 하락하고 있는 상황이다. 이러한 상황에서 할인점은 공급업체와의 협력이 더욱 필요한 상황이라고 할 수 있다. 이에 본 연구는 공급업체의 협력을 유도하기 위한 비강압적, 직접적 영향전략과 관료적 구조화의 역할을 실증하였다. 본 연구의 가설들을 검증하기 위해, 국내 할인점과 거래하고 있는 200곳의 공급업체로부터 표본을 수집하였다. 공급업체의 표본 프레임을 상품군별로 구분한 할당표본추출법에 의해 조사대상을 선발하여 설문조사를 하였다. PLS 구조방정식 모형 분석을 통해 가설을 검증한 결과, 협력을 증가시키는 권고와 공식화의 영향력, 그리고 협력을 감소시키는 요청의 영향력이 나타났다. 한편, 권고와 협력간의 정(+)의 영향관계를 강화하는 공식화의 영향력은 나타나지 않은 반면, 요청과 협력간의 부(-)의 영향관계를 완화하는 공식화의 영향력은 나타났다. 마지막으로, 본 연구의 이론적 의의와 실무적 공헌점이 논의되었으며, 연구의 한계와 향후 연구방향이 제시되었다.

Links between influence strategies and satisfaction: reexamination from the dyadic and network perspectives

PurposePrevious studies have investigated the influence strategy–economic satisfaction links within a pairwise framework. This study aims to reexamine this issue in a network context from both the structural and relational embeddedness perspectives.Design/methodology/approachAn ego network approach in which the network consists of a focal distributor, other distributors and alternate manufacturers is adopted to measure the distributor’s network. Drawing on data from 124 distributors from China’s tire industry, a hierarchical multiple regression analysis is used to test the hypotheses.FindingsThe empirical results find a positive relationship between a manufacturer’s noncoercive influence strategies and the distributor’s economic satisfaction and an inverse U-shaped relationship between coercive influence strategies and economic satisfaction. It discusses the joint effects of coercive and noncoercive influence strategies and finds that the former mitigate the positive effects of the latter and that the latter flatten the inverse-U shaped effect of the former. Further, when a distributor spans rich structural holes, the effects of coercive and noncoercive influence strategies on economic satisfaction weaken. When a distributor has strong ties with its network members, the effects of noncoercive influence strategies are mitigated, while the effects of coercive influence strategies are enhanced.Practical implicationsThis study provides implications for manufacturers, particularly concerning how to properly exert influence strategies to improve distributors’ economic satisfaction. Manufacturers should consider the attributes of the networks in which the distributors are embedded, involving structural holes and tie strength. They should also carefully use the two influence strategies simultaneously.Originality/valueThis study contributes to the influence strategy literature by incorporating a network perspective by empirically examining the different moderating effects of structural holes and tie strength; provides a new and powerful explanation for the effects that coercive influence strategies have on economic satisfaction by testing an inverse U-shaped effect; and examines the effects of the interaction of two strategies.

中国市场上供应商的影响战略对 供应商与买方之间关系的影响

This paper is designed to examine how the supplier’s influence strategies have an effect on the supplier-buyer relationship and the guanxi’s moderating role in the their business relationship. In principle, this research is founded on and seeks to validate diverse research constructs in Chinese channel environment, and those have been rigorously discussed by the researchers from the streams of transaction cost theory and relationship exchange theory. The research model in this study is made up of three causal logical nodes-independent variables, mediating variables, and a dependent variable. Importantly, this paper also pays attention to the role of one particular moderating variable, guanxi, which may play a crucial part in the relationship between the independent and mediating variables as well as in the relationship between the mediating variables and a dependent variable. The independent variables are the influence strategies exerted by suppliers and this paper divides six influence strategies into three different categories such as coercive, neutral and non-coercive strategies. Threats and legalistic pleas are categorized into coercive influence strategies, request and promises are classified into neutral influence strategies; further, recommendation and information exchanges are regarded as non-coercive strategies. The mediating variables in this study are opportunism and mutuality which are intrinsically rooted in the two different research streams; the one is originated from TCA(transaction cost analysis) theorists and the other is emerged from the relationship exchange scholars. The final node, the dependent variable, is a long-term orientation that almost all the suppliers and their buyers may pursue. The unit of analysis is a buying firm and respondents for this data collection are employees or owners who are actually involved in the business transaction process with their suppliers. 370 valid questionnaires were obtained and used to verify proposed research model and several hypotheses between the antecedents and mediating variables, and those with dependent variables. The structural equation model is employed to test the research model and a series of research hypotheses. We verify that supplier’s non-coercive influence strategies are beneficial to relationship between the supplier and the buyers. Coercive influence strategies are inefficient to the supplier-buyer relationship. Neutral influence strategies have ambivalent(positive and negative) consequences on the relationship. Further, we identify that guanxi has significant moderating effects on the supplier-buyer relationship. This paper discusses the research findings and proposes the future research directions.

Toward a social fitness perspective on contract design: Contract legitimacy and influence strategy

The effectiveness of contracts in terms of cooperative efficiency and relational outcomes in interorganizational relationships has become critical in today's volatile markets. However, extant research on the effect of contracts on trust has found inconsistent results, possibility because of its overwhelming focus on an economic fitness perspective at the expense of a social fitness perspective. Drawing insights from institutional theory, we focus on legitimacy building in interfirm contract design, investigate how contract legitimacies (i.e., regulative, normative, and cognitive) influence the effectiveness of interfirm contract design, and further explore the moderating effects of influence strategies that are applied in the process of contract implementation. Using longitudinal field survey data and archival data, this study finds that the three types of contract legitimacy play different roles in influencing compliance and trust and that noncoercive influence strategies can improve the effectiveness of regulative and normative legitimacy better than coercive influence strategies on trust. The findings offer new theoretical and managerial insights into the role of institutional environments in the effectiveness of contract design in manufacturer–distributor relationships.

Contract Enforcement in Marketing Channels: Contract Legitimacy and Influence Strategies

Prior research has yet to explore the endogenous nature of the contract itself that may affect contract enforcement. Drawing insights from the institutional theory, we investigate the how three types of contract legitimacy (i.e., regulative legitimacy, normative legitimacy, and cognitive legitimacy) influence the effectiveness of interfirm contract enforcement, and the moderating effects of influence strategies. We examine the effectiveness of contract enforcement not only taking account of the behavioral results of compliance, but also internal perception of channel dyadic trust. Using a longitudinal field survey data and archival data, we find three types of legitimacy play different roles in influencing compliance and trust. Cultural- cognitive legitimacy is the most effective one for the trust building, and non-coercive influence strategies can improve the effectiveness of three-type legitimacy better than coercive influence strategies. This paper contributes to the institutional literatures by investigating the effectiveness of legitimacy building of marketing channel contracts, and further explores the interaction effect of legitimacy building strategies and the exercise of influence strategies.

How does influence strategy work? The moderating role of cognitive institutional profile and mediating role of commitment

Influence strategies are crucial factors in interfirm relationships, however, the current research leaves much to explore. This paper develops a conceptual model focusing on the effects of two types of non-coercive influence strategies on joint profits, the moderating effects of the cognitive institutional profile, and the mediating role of commitment. Empirical results based on data from a survey of 262 buyer-supplier dyads show that information and financial incentive influence strategies foster joint profits by enhancing the buyer's commitment to the relationship (BCtoR); cognitive institutional profile undermines the positive effects of influence strategies on BCtoR. The findings reveal interfirm influence factors that go beyond dyadic interactions, thereby extending the current thinking on influence strategies and institutional theory as they apply to interfirm relationships.

When inter-firm relationship benefits mitigate power asymmetry

Literature generally advocates a utopian view of inter-firm relationship with equitable sharing of benefits and use of non-coercive influence strategies. However, some argue that such ideal relationships are not the norm, and power asymmetry and unequal distribution of benefits are a fact of ongoing inter-firm relationships. Despite this acknowledgment, there is still no framework that captures the nuances of inter-firm relationships in a comprehensive manner. This examination of such relationships contributes by proposing a conceptual framework using the power–benefit interaction. Furthermore, managerial and research implications of the proposed framework are also presented.

Conflict in Supplier–Retailer Relationships in the Brewery Industry in Cameroon

The authors develop a theoretical framework to explain conflict in supplier–retailer relationships. In addition to traditional influence strategy variables, the framework links conflict to retailer dependence and supplier formalization. The framework is empirically tested in the Cameroonian brewery industry. The findings support the view that channel conflict is inversely related to retailer dependence and supplier formalization. Contrary to expectations, the use of noncoercive influence strategies (information exchange and recommendations) has no significant effect on conflict, while, as expected, the use of coercive influence strategies (threats and promises) increases conflict.

Using influence strategies to reduce marketing channel opportunism: The moderating effect of relational norms

In an empirical study of the North American lodging industry, we investigate the efficacy of influence strategies for managing opportunism in marketing channels. We posit that the effects of influence strategies upon opportunism are moderated by the extent to which relational norms characterize the channel exchange. The results support this moderating effect. In particular, we find that relational norms have an asymmetrical effect across coercive and noncoercive influence strategies. With high relational norms in the relationship, a channel member’s use of noncoercive influence strongly limits partner opportunism whereas the use of coercive influence exacerbates partner opportunism. In contrast, noncoercive influence intensifies and coercive influence mitigates partner opportunism under conditions of low relational norms. These findings offer first insights for curbing opportunism in marketing channel relationships with the simultaneous use of different socialization mechanisms.

Institutional antecedents and performance consequences of influence strategies in export channels to Eastern European transitional economies

This study examines how the institutional environment of transitional economies impacts institutional arrangements in the form of influence strategies employed by Western exporters in managing relationships with local firms. Reflecting environmental components, a Western firm's understanding of Eastern Europe's regulatory volatility, foreignness, and partner's control locus is posited to impact economic performance by affecting key coercive and non-coercive influence strategies. A model specifying the effects of the institutional environment on economic outcomes is developed and tested on data from US exporters to Eastern Europe. A structural equation analysis indicates institutional components have a differential impact on the influence strategies employed by these Western firms and on export performance. In particular, use of coercive legalistic pleas is increased by regulatory volatility but reduced by perceived foreignness while use of non-coercive recommendations is increased by the partner's external locus of control but not by perceived foreignness. Importantly, the institutional environment's impact on economic performance is shown to be direct as well as indirect through the influence strategies Western firms employ in Eastern Europe. The study concludes with a discussion of implications for managers and researchers.

Decomposing Influence Strategies: Argument Structure and Dependence as Determinants of the Effectiveness of Influence Strategies in Gaining Channel Member Compliance

Although there is considerable research examining the effects of influence strategies on relational outcomes, research has been silent on the effectiveness of influence strategies in achieving the primary objective: channel member compliance. The authors develop a theoretical model that predicts that noncoercive influence strategies (Rationality, Recommendations, Information Exchange, and Requests) with an argument structure that contains more thorough content result in relatively greater levels of compliance. The model further predicts that coercive influence strategies (Promises and Threats) result in compliance only when target dependence levels are high. The authors develop a new influence strategy, Rationality, which represents a noncoercive strategy with a full argument structure. In general, empirical findings support the theoretical model. However, in contrast to expectations, the use of Recommendations had a negative effect on compliance. Post hoc analysis revealed a significant interaction between trust and Recommendations on compliance, thus providing an explanation for this unexpected result. When trust is low, Recommendation strategies are counterproductive. The authors discuss implications of the findings and directions for further research.

Relationships of channel power, noncoercive influence strategies, climate, and solidarity: A real case study of the Taiwanese PDA industry

The management of channel relations has a significant impact on a firm's operational competitiveness; however, there is a lack of published research to better understand the linkages between channel relationships and channel power, noncoercive influence strategies, as well as channel climate and channel solidarity. This paper develops a model showing the linkages among these dimensions of channel relationships. Using linear structural relations (LISREL), a model of the Taiwanese personal digital assistant industry is developed to illustrate these interactions. The corresponding empirical test results indicate that channel climate has a significant impact on channel solidarity; however, this impact may be mitigated by both channel power and the use of noncoercive influence strategies. In addition, both mutual trust among channel members and continuity of the relationship have a positive influence on channel solidarity. Channel members with relatively more power appear able to determine the degree of channel solidarity through the use of effective noncoercive influence strategies.

The efficacy of power and influence strategies in a conventional channel: a Singapore perspective

In contrast to many studies that were conducted in a Western context, this study seeks to extend the understanding and empirical findings on power, dependence, and interfirm influence strategies by examining these issues within a channel of distribution in Singapore. Research hypotheses are developed, centering on the relationship between a manufacturer’s power and its use of coercive and noncoercive influence strategies as well as the reciprocal use of coercive and noncoercive influence strategies in the channel dyad. Data from a field study of personal computer dealers are used in testing the research hypotheses. In contrast to most previous studies, a multiple‐item measure of influence strategies is used. Among the findings is that a manufacturer in this channel setting tends to use both coercive and noncoercive influence strategies in influencing its dealers.

Perceptions of Interfirm Power and its use within a Franchise Channel of Distribution

Data from a field study of the automobile distribution channel are used to examine how dealers’ perceptions of their manufacturers’ power are related to the latter's use of coercive and noncoercive influence strategies. Dealers’ reports about their manufacturers’ reliance on the various influence strategies also are related to dealers’ attitudes toward their manufacturers and the dealers’ own use of selected influence strategies.