- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
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.
The aim of this article is to decompose the influences of salesperson cooperation and perceived cooperation on relationship outcomes in a B2B selling context. Specifically, we examine salesperson cooperation as well as other factors (i.e., customer orientation, relationship duration, and self-efficacy) that might influence perceived cooperation. Moreover, we examine the consequences of perceived cooperation. With the exception of H5, which is partially supported, all our hypotheses are supported. These findings have several implications for scholars and practitioners.
6.1. Theoretical implications
6.1.1. Perceptions matter in relationships
This study sheds new light on the importance of perceptions in B2B salesperson-customer relationships. We find that the extent to which customers perceive salespeople to be cooperative (perceived cooperation) matters more than actual cooperation. Specifically, we find salesperson cooperation impacts relationship outcomes through the extent it is perceived. This contributes to a growing body of literature on the importance of perceptions in selling (e.g., Alavi et al., 2016; Hall et al., 2015; Mullins et al., 2014). Our focal hypothesis, H1, complements prior research that shows that cooperation results in favorable business relationships (e.g., Anderson & Narus, 1990; Morgan & Hunt, 1994), including customer relationship quality, trust, satisfaction, and commitment (Palmatier et al., 2006; Payan et al., 2016; Yen & Barnes, 2011). Customers who perceive salespeople as cooperative engage in increased levels of collaboration that are mutually beneficial and complementary for both parties (Dwyer et al., 1987; Morgan & Hunt, 1994). In a B2B sales context, in which transactions are much larger in terms of sales volumes, these transactions take more time to unfold, are more relationship-based, and are more critical to the success of firms (Palmatier, Scheer, Evans, & Arnold, 2008). In this kind of situation, sales organizations can gain a competitive advantage by having sales forces with cooperative capabilities.