Open Access. Powered by Scholars. Published by Universities.®

Business Commons

Open Access. Powered by Scholars. Published by Universities.®

Adjunct Professor Stephen J Kelly

Selected Works

2011

Channel relationships

Articles 1 - 2 of 2

Full-Text Articles in Business

Measuring Attitudinal Commitment In Business-To-Business Channels, Stephen Kelly Feb 2011

Measuring Attitudinal Commitment In Business-To-Business Channels, Stephen Kelly

Adjunct Professor Stephen J Kelly

While organizational behaviourists have largely adopted a three-component conceptualisation of attitudinal commitment, marketers continue exclusively to apply one- or two-component models. In this paper, the reliability and validity of one-, two- and three-component models of commitment are examined within a business-to-business context. The results indicate that the three-component model incorporating instrumental, affective and normative dimensions is superior on both substantive and empirical grounds. It is subsequently argued that marketing planners need to demand that marketing researchers are more precise when incorporating commitment into conceptual and empirical studies, and account for these distinct components either by explicitly including or omitting them. …


The Function And Character Of Relationship Benefits: Transferring Capabilities And Resources To The Small Firm, Stephen Kelly Feb 2011

The Function And Character Of Relationship Benefits: Transferring Capabilities And Resources To The Small Firm, Stephen Kelly

Adjunct Professor Stephen J Kelly

Purpose – This paper aims to critique the foundations of the relationship benefits concept and develop a theoretical model that is tested and validated. Design/methodology/approach – A series of exploratory in-depth interviews were initially conducted and the results considered against extant literature. This was followed by a mail survey of the selected population that resulted in 254 usable responses that represented an effective response rate of 21.4 per cent. Findings – The findings demonstrate that relationship benefits sought by small firms collaborating with larger partners can be classified as cost, service, image and flexibility benefits and suggest that their transfer …