基于私人关系的渠道权力战略选择以及影响的实证研究
|
摘要
渠道权力运用研究是营销理论界近年来十分关注的课题。从国内渠道实践看,渠道主导权转移背景下的渠道冲突和厂商矛盾日益严重。而其中,渠道权力的滥用和误用是导致工商企业之间出现紧张关系最重要的原因之一,因此如何运用权力已成为中国营销渠道理论与实践都迫切需要解决的问题。另外,强调私人关系的作用是中国商业文化的一个重要特征,因此,在处理渠道关系中必然要考虑私人关系的作用。
为此,本文以营销渠道行为理论为基础,参阅了大量的文献资料,在前人研究的基础上,提出了私人关系-渠道权力战略选择-渠道权力使用结果的理论模型研究。然后通过实地调查和统计分析,实证性地探讨在中国的营销渠道中私人关系对渠道权力战略选择使用的影响以及对渠道冲突和渠道满意度的影响。
论文首先对的边界人员之间(零售商和供应商)的私人关系进行合理分类,识别出私人关系具有双重特点性:工具性和情感性,并通过文献梳理和前人的研究,识别和提炼出私人关系的两个重要维度——感情和互惠;然后把私人关系作为影响权力战略选择的前提因素引入到零售商渠道权力使用以及权力使用结果的研究当中。也就是将零售商的强制性权力战略、非强制性权力战略、私人关系的两个维度互惠、感情维度,渠道冲突、渠道满意纳入模型研究之中,建立了一个更科学合理的私人关系对渠道权力战略选择以及对渠道冲突和渠道满意的影响关系模型,在我国市场背景下从一个更本土化和合理的角度探讨私人关系对渠道权力使用的影响,同时在我国这种关系取向的商业环境下检验基于私人关系的权力战略选择对渠道冲突和渠道满意等权力结果变量的影响。
研究结果发现:第一,零售商代表与供应商代表的私人关系对零售商使用非强制性权力有显著性正向的影响;对零售商使用强制性权力有显著的负向的影响。第二,零售商代表与供应商代表的私人关系对渠道冲突有显著的负向地影响,对渠道满意却没有直接的影响,但可以通过渠道权力战略的选择使用产生对渠道满意间接的影响。第三,零售商运用强制性渠道权力战略会增加与供应商之间的渠道冲突,减少他们之间的渠道满意水平;零售商运用非强制性权力战略会减少与供应商之间的渠道冲突,增加他们之间的渠道满意。
最后,论文在研究结论上的基础上展开了讨论,在当前渠道关系日益频发冲突的环境下,提出了一些自己的建议,希望能为渠道关系管理提供一些启示和借鉴的参考价值。
How to effectively use Channel powers has become a hot issue concerned by marketing researchers in recent years. As consumers and retailers have played more and more important roles in the marketing channels, the control over channel powers has been transferred from manufacturers to the downstream of marketing channel which is composed of retailers and customers. Channel conflicts inevitably occur when channel members are struggling to seize the control of marketing channel. In the process of the transferrance of marketing channel power leadership, inappropriate exercise or abuse of powers mainly contributes to the tensions and conflicts between suppliers and retailers. How to appropriately exerting channel power has become one of the most important issues to be addressed in the domestic marketing channels, Besides, interpersonal relationship, which is also called guanxi in Chinese society, is an important feature of business culture and channel management, therefore, in dealing with channel relationships, people should take the role of personal relationships into account.
This paper is based on the theory of marketing channel behavior and refers to a lot of relevant literature and previous studies. It proposed a conceptual model of guanxi—exercise of channel power—channel conflict and satisfaction, and then make empirical exploration of the impact of guanxi on exercise of channel powers, as well as channel conflict and channel satisfaction in Chinese marketing channels through questionnaire surveys and statistical analysis.
This paper first reasonably classified guanxi between boundary personnel, who are representatives of retailers and manufacturers and identify the nature of guanxi as instrumental and emotive purposes. After combing through the literature and previous research, the paper found that guanxi has two main dimensions- emotional closeness and reciprocity; and then it introduced Guanxi as the premise of a strategic choice of channel powers into the study on channel powers, and set up an framework involving guanxi, exercise of channel powers and channel conflict and satisfaction to reveal and understand in the context of China's market how Guanxi exerts influence on channel behaviors such as exercise of channel powers and satisfaction in Chinese marketing channel.
The study has found that guanxi in terms of emotional closeness and reciprocity has direct and indirect impact on the exercise of marketing channel powers and channel conflict and satisfaction: (1) Guanxi between suppliers and retailers has significantly positive effect on the exercise of non-coercive powers and has significantly negative effect on the exercise of coercive powers; (2) Guanxi between suppliers and retailers has no direct effect on channel satisfaction but has an indirect impact on channel satisfaction through the intermediary variable—exercise of channel powers; (3) exercise of coercive channel power would increase the level of channel conflict between the suppliers and retailers and reduce the level of channel satisfaction; exercise of non-coercive channel power would reduce channel conflict and enhance channel satisfaction between the suppliers and retailers.
Finally, the paper conducted discussion on the conclusion of the study, and made a few of pieces of suggestion for dealing channel relationship, hoping it would provide a little of reference value for channel relationship management.
为此,本文以营销渠道行为理论为基础,参阅了大量的文献资料,在前人研究的基础上,提出了私人关系-渠道权力战略选择-渠道权力使用结果的理论模型研究。然后通过实地调查和统计分析,实证性地探讨在中国的营销渠道中私人关系对渠道权力战略选择使用的影响以及对渠道冲突和渠道满意度的影响。
论文首先对的边界人员之间(零售商和供应商)的私人关系进行合理分类,识别出私人关系具有双重特点性:工具性和情感性,并通过文献梳理和前人的研究,识别和提炼出私人关系的两个重要维度——感情和互惠;然后把私人关系作为影响权力战略选择的前提因素引入到零售商渠道权力使用以及权力使用结果的研究当中。也就是将零售商的强制性权力战略、非强制性权力战略、私人关系的两个维度互惠、感情维度,渠道冲突、渠道满意纳入模型研究之中,建立了一个更科学合理的私人关系对渠道权力战略选择以及对渠道冲突和渠道满意的影响关系模型,在我国市场背景下从一个更本土化和合理的角度探讨私人关系对渠道权力使用的影响,同时在我国这种关系取向的商业环境下检验基于私人关系的权力战略选择对渠道冲突和渠道满意等权力结果变量的影响。
研究结果发现:第一,零售商代表与供应商代表的私人关系对零售商使用非强制性权力有显著性正向的影响;对零售商使用强制性权力有显著的负向的影响。第二,零售商代表与供应商代表的私人关系对渠道冲突有显著的负向地影响,对渠道满意却没有直接的影响,但可以通过渠道权力战略的选择使用产生对渠道满意间接的影响。第三,零售商运用强制性渠道权力战略会增加与供应商之间的渠道冲突,减少他们之间的渠道满意水平;零售商运用非强制性权力战略会减少与供应商之间的渠道冲突,增加他们之间的渠道满意。
最后,论文在研究结论上的基础上展开了讨论,在当前渠道关系日益频发冲突的环境下,提出了一些自己的建议,希望能为渠道关系管理提供一些启示和借鉴的参考价值。
How to effectively use Channel powers has become a hot issue concerned by marketing researchers in recent years. As consumers and retailers have played more and more important roles in the marketing channels, the control over channel powers has been transferred from manufacturers to the downstream of marketing channel which is composed of retailers and customers. Channel conflicts inevitably occur when channel members are struggling to seize the control of marketing channel. In the process of the transferrance of marketing channel power leadership, inappropriate exercise or abuse of powers mainly contributes to the tensions and conflicts between suppliers and retailers. How to appropriately exerting channel power has become one of the most important issues to be addressed in the domestic marketing channels, Besides, interpersonal relationship, which is also called guanxi in Chinese society, is an important feature of business culture and channel management, therefore, in dealing with channel relationships, people should take the role of personal relationships into account.
This paper is based on the theory of marketing channel behavior and refers to a lot of relevant literature and previous studies. It proposed a conceptual model of guanxi—exercise of channel power—channel conflict and satisfaction, and then make empirical exploration of the impact of guanxi on exercise of channel powers, as well as channel conflict and channel satisfaction in Chinese marketing channels through questionnaire surveys and statistical analysis.
This paper first reasonably classified guanxi between boundary personnel, who are representatives of retailers and manufacturers and identify the nature of guanxi as instrumental and emotive purposes. After combing through the literature and previous research, the paper found that guanxi has two main dimensions- emotional closeness and reciprocity; and then it introduced Guanxi as the premise of a strategic choice of channel powers into the study on channel powers, and set up an framework involving guanxi, exercise of channel powers and channel conflict and satisfaction to reveal and understand in the context of China's market how Guanxi exerts influence on channel behaviors such as exercise of channel powers and satisfaction in Chinese marketing channel.
The study has found that guanxi in terms of emotional closeness and reciprocity has direct and indirect impact on the exercise of marketing channel powers and channel conflict and satisfaction: (1) Guanxi between suppliers and retailers has significantly positive effect on the exercise of non-coercive powers and has significantly negative effect on the exercise of coercive powers; (2) Guanxi between suppliers and retailers has no direct effect on channel satisfaction but has an indirect impact on channel satisfaction through the intermediary variable—exercise of channel powers; (3) exercise of coercive channel power would increase the level of channel conflict between the suppliers and retailers and reduce the level of channel satisfaction; exercise of non-coercive channel power would reduce channel conflict and enhance channel satisfaction between the suppliers and retailers.
Finally, the paper conducted discussion on the conclusion of the study, and made a few of pieces of suggestion for dealing channel relationship, hoping it would provide a little of reference value for channel relationship management.
引文
[1]Ambler, Tim, Chris Styles, and Xiucun Wang. The Effect of Channel Relationships and Guanxi on the Performance of Inter-Province Export Ventures in the People's Republic of China[J], International Journal of Research in Marketing, 1999, 16(1),75-87
[2]Arias, J. T. G. A relationship marketing approach to Guanxi[J]. European Management, 1995, 24(3): 207-214
[3]Berman, B. Marketing Channels[M]. John weiley&Sons, Inc. 1996:125-127
[4]Brown James R., Johnson Jean L., and Koenig Harold F. Measuring the Sources of Marketing Channel Power: A Comparison of Alternative Approach[J].International Jounral of Research in Marketing, 1995,12: 333-354
[5]Brennan Ross and Turnbull Peter W. Adaptive Behavior in Buyer-Supplier Relationships[J].In dustrial Marketing Management, 1999,28:481-495
[6]Brown James R., Lusch Robert F. Conflict and Power-Dependence Relations in Retalier-Supplier Channels[J].Jounral of Retailing,1983,59 (4):53 -80
[7]Brown James R., Lusch Robert F. and Nicholson Carplyn Y Power and Relationship Commitment: Their Impact on Marketing Channel Member Performance[J].Journal of Retailing,1995x,71 (4):362-92
[8]Brown James R., Johnson Jean L.. Measuring the Sources of Marketing Channel Power: A Comparison of Alternative Approach[J].International Journal of Research in Marketing, 1995, 12: 33 3-354
[9]Buchanan Lauranne. Vertical Trade Relationships: the Role of Dependence and Symmetry in Attaining Organizational Goals[J]. Journal of Marketing Research,1992,VoI.XXIX(February):65-75
[10]Buttery, F. A. and Wong Y H. The development of a guanxi framework[J]. Marketing Intelligence&Planning, 1999, 17(3):147-154
[11]Churchill G, Jr. A Paradigm for Developing Better Measures of Marketing Constructs[J]. Jounral of Marketing Research,1979,16(February):64 -73.
[12]Crosby Lawrene A., Evans Keanet A. and Cowles Deborah. Relationship Qualityin Services Selling: an Interpersonal Influence Perspective[J].Journal of Marketing,1990,7( 54):14 -68
[13]Don Y. Lee and Philip L. Dawes. Guanxi, Trust, and Long Tern-Orientation in Chinese Business Markets[J], Journal of International Marketing Vol.13, 2005: 28-56
[14]Davies, H., Leung, T. K. P., Luk, S. T. K., & Wong, Y. The benefits of "guanxi": The value of relationship in developing Chinese market[J]. Industrial Marketing Management, 1995, 24(3): 207-214
[15]Doney, M. P., & Joesph, P. C. An examination of the nature of trust in buyer-seller relationships[J]. Journal of Marketing, 1997, 61(1): 35-52.
[16]Duarte,M., & Davies, G. Testing the conflict-performance assumption in business-to-business relationships[J]. Industrial Marketing Management, 2003, 32(2): 91-100
[17]E1-Ansary A. L. and Stem L. W. Power Measurement in the Distribution Channel[J].Journal of Marketing,1972, 9( February.): 47 -52
[18]Etgar, M. Channel domination and countervailing power in distribution channels[J]. Journal of Marketing Research, 1976, 13(3): 254-262
[19]Etgar, M. Differences in the use of manufacturer power in conventional and contractual channels[J]. Journal of Retailing, 1978, 54(4): 49-62
[20]Etgar, M. Sources and types of intrachannel conflict[J]. Journal of Retailing, 1979, 55(1): 61-78
[21]Fock, H. K. Y., & Woo, K. S. The China market: Strategic implications of guanxi[J]. Business Strategy Review, 1998, 9(3): 33-43
[22]Flora F. Gu, Kineta Hung, & David K. Tse. When Does Guanxi Matter? Issues of Capitalization and Its Dark Sides[J], Journal of Marketing, 2008, Vol.72, 12-28
[23]Frazier, G. L., Gill, J. D., & Kale, S. H. Dealer dependence levels and reciprocal actions in a channel of distribution in a developing country[J]. Journal of Marketing, 1989, 53(1): 50-69
[24]Frazier, G. L., & Summers, J. Interfirm influence strategies and their application within distribution channels[J]. Journal of Marketing, 1984, 48(3), 43-55.
[25]Frazier, G. L., & Summers, J. Perceptions of interfirm power and its use within distribution channels[J]. Journal of Marketing Research, 1986(May), 23: 169-179.
[26]Frazier, G. L., & Rody, R. C. The use of influence strategies in the interfirm relationships in industrial product channels[J]. Journal of Marketing. 1991,55(1), 52-69
[27]Frederick and Stern. Power in the channel of distribution[J], Journal of marketing research, 1969, 15(2): 92-116
[28]Frazier G. L., Rody R. C. The use of influence strategies in the interfirm relationships in industrial product channels [J]. Journal ofMarketing, 1991, 55 (January): 52-69
[29]Frazier G. L., Summers J. Interfirm influence strategies and their application within distribution channels[J]. Journal of Marketing, 1984, 48(3): 43-55
[30]Garver, M. S., & Mentzer, J. T. (1999). Logistics research methods: Employing structural equation modeling to test for construct validity. Journal of Business Logistics, 20(1), 33-57
[31]Gaski and Jonhn E. The theory of power and conflict in channels of distribution. Journal of marketing, 1984, 48(6): 9-29
[32]Gaski J. F., Nevin J. R. The differential effects of exercised and unexercised power sources in a marketing channel[J]. Journal of Marketing Research, 1985, 22(2): 130-142
[33]Gaski J. F. Interrelations among a channel entity's power sources: Impact of the exercise of reword and coercion on expert, referent, and legitimate power sources[J]. Journal of Marketing Research, 1986, 23 (Feb.): 62-77
[34]Heide, Jan, B. Interorganizational Governance in Marketing Channels[J]. Jounral Of Marketing, 1994, 58(January): 71 -85
[35]Heide, Jan, B. and Wathne Kenneth H. Friends, Roles: A Conceptual Framework and a Research Businesspeople, and Relationship Agenda[J]. Journal of Marketing, 2006, 70(July):90 -103
[36]Hunt, Shelby D. and Nevin John R. Power in a Channel of Distribution: Sources and Consequences[J]. Jounral of Marketing Research, 1974,11 (May):86-93
[37]Hunt Kenneth, Mentzer on Compliance in a Channel John, and Danes Jefrey. The Effect of Power Sources of Distribution: A Causal Model[J].Journal of Business Research, 1987,15(5): 377-395
[38] James, R. Brown and Robert F, lusch. Power and member Performance [J], Journal of retailing, 1995, 1(4): 363-392
[39]Jap Sandy D. Pie-Expansion Efforts: Collaboration Processes in Buyer-SupplierRelationships[J]. Journal of Marketing Research, 1999, Vol.XXXVI (November): 461-475
[40]Kale S. H. Dealer perceptions of manufacturer power and influence strategies in a developing country[J]. Journal of Marketing Research, 1986, 23: 387-393
[41]Kasulis and Spekman. A Framework for the use of power[J]. European Journal of Marketing, 1980, 14(4): 180-191
[42]Kipnis Andrew B. Producing Guanxi[M], Durham, NC: Duke University Press, 1997
[43]Kumar, N., & Scheer, L. K. The effects of perceived interdependence on dealer attitudes[J]. Journal of Marketing Research, 1995, 32 (3): 348-356
[44]Kumar, N., Stern, L.W., & Achrol, R. S. Assessing reseller performance from the perspective of the supplier[J]. Journal of Marketing Research, 1992, 29: 238-253.
[45]Kumar, N. The power of power in supplier-retailer relationships[J]. Industrial Marketing Management, 2005, 34: 863-866
[46]Lee, D. Y., & Dawes. Guanxi, trust, and long-term orientation in Chinese business markets. Journal of International Marketing, 2005, 13(2), 28-43
[47]Leonidas C. Leonidou, Michael A. Talias, Constantinos N. Leonidou. Exercised power as a driver of trust and commitment in cross-border industrial buyer-seller relationships [J]. Industrial Marketing Management, 2008, 37: 92-103
[48]Leuthesser, L., & Kohli, A. K. Relational behavior in business markets: Implications for relationship management. Journal of Business Research, 1995, 34(3): 221-233.
[49]Li, S.M., Park, S. H., & Li, S. H. The Great leap forward: The transition fromrelationbased governance to rule-based governance. Organizational Dynamics, 2004, 33(1), 63-78.
[50]Liu, H., & Wang, Y. P. Co-ordination of international channel relationships: four case studies in the food industry in China. Journal of Business & Industrial Marketing, 1999, 14(2), 130-148
[51]Lovett, S., Simmons, L. C., & Kali, R.. Guanxi versus the market: Ethics andefficiency. Journal of International Business Studies, 1999, 30(2), 231-248
[52]Luo, Y. Guanxi: Principles, philosophies, and implications. Human Systems Management, 1997, 16(1), 43-51.
[53]Lusch R. F. Channel conflict: Its impact on retailer operating performance [J]. Journal of Retailing, 1976, 52(2): 3-12
[54]Lusch, Robert and Brown. A modified model of power in the marketing channel[J]. Journal of Marketing Research, 1982, 14(8): 312-323
[55]Mavondo Felix T. and Rodrigo Elaine M. The Effect of Relationship Dimensions on Interpersonal and Interorganizational Commitment in Organizations Conducting Business between Australia and China[J]. Journal of Business Research, 2001, 52: 111-121
[56]Mayo, D.T.,Richardson, L. D.,and Simpson, J. T. The differential effects of the uses of power sources and influence strategies on channel satisfaction[J]. Journal of Marketing Theory, 1998
[57]Mehta R, Larsen T, Rosenbloom B. The influence of leadership style on co-operation in channels of distribution[J]. International Journal of Physical Distribution &Logistics Management, 1996, 26 (6): 32-59
[58]Michael Etgar. Channel domination and countervailing power in distributive channels, Journal of marketing research, 1976,13(8): 254-262
[59]Peng, Mike W. and Peggy Sue Heath. The Growth of the Firm in Planned Economies in Transition: Institutions, Organizations, and Strategic Choice[J]. Academy of Management Review, 1996, 21 (2): 492-528
[60]Price, Linda L. and Arnould Eric J. Commercial friendships: Provider-Client Relationship in context[J]. Journal of Marketing, 1996, 63 (October): 38-56
[61]Ruekert, R.W., & Churchill, G. A. Reliability and validity of alternative measures of channel member satisfaction[J]. Journal of Marketing Research, 1984, 21(2): 226-233
[62]Scheer and Stem. The effect of influence type and performance outcomes on attitude toward the influencer[J], Journal of Marketing Research, 1992, 29(2):128.142
[63]Schul, P., William, P., & Taylor, E. L., Jr. Summer. The impact of channel leadership behavior on intrachannel conflict[J]. Journal of Marketing, 1983, 47: 21-34
[64]Schul, Patrick L, Taylor E. Little, and William M. Pride, Channel Climate: Its Impact on Channel Members' Satisfaction[J]. Journal of Retailing: 1985, 61 (summer): 9-38
[65]Shamdasani P, Keh H T, Chan K T S. The efficacy of power and influence strategies in a conventional channel: A Singapore perspective[J] . Journal of Business & Industrial Marketing, 2001, 16 (1): 21-38
[66]Sekaran, U. Methodological and theoretical issues and advancements in cross-cultural research[J]. Journal of International Business Studies, 1983, 14(2): 61-74
[67]Simpson, J. T., & Mayo, D. T. Relationship management: A call for fewer influence attempts[J]. Journal of Business Research, 1997, 39(3), 209-218.
[68]Skinner S J, Gassenheimer J B, Kelley S W. Cooperation in supplier2dealer relations [J]. Journal of Retailing, 1992, 68 (2): 174-193
[69]Skinner, S. J., & Guiltinan, J. P. Perceptions of channel control[J]. Journal of Retailing, 1985, 61(4):65-88
[70]Stern, L .W. Distribution Channels as Political Economies: A Framework for Comparative Analysis[J]. Journal of Marketing, 1980, 44 (summer): 52-64
[71]Stern,L.and El-Ansary,Power Measurement in the Distribution Channel[J],Journal of Marketing Research,1972(February),Vol.9:47-50
[72]Van honacker,Wilfried R.Guanxi Networks in China[J].China Business Review,2004,31(3):48-53
[73]Weitz,Barton A.and Jap Sandy D.Relationship Marketing and Distribution Channels[J].Journal of the Academy of Marketing Science,1995,23(4):305-320
[74]Wilkinson Ian F.Power and Satisfaction in Channels of Distribution[J].Journal of Retailing,1979,55(2):79 -94
[75]Wong,Y.H.,& Tarn,J.L.M..Mapping relationships in China:Guanxi dynamic approach[J].Journal of Business & Industrial Marketing,2000,15(1):57-67
[76]Yavas,U.The bases of power in international channels.International Marketing Review,1998,15(2):140-150
[77]陈波.关系营销与中国关系型商业模式的兼容性研究—社会网络理论的视角[J].北京工商大学学报(社会科学版),2005,20(3):66-71
[78]韩德昌,姚飞.“关系”对关系营销的影响[J].经济管理,2006,(1):49-51
[79]韩巍,席酉民.关系:中国商业活动的基本模式探讨团.西北大学学报(哲学社会科学版),2003,(1):43-47.
[80]贺和平.渠道关系的认知结构初探[J]商业经济文荟,2006,(2):32-34
[81]侯杰泰,温忠麟、成子娟.结构方程模型及应用[M].北京:教育科学出版社,2004
[82]胡晓玲.我国营销渠道中制造商权力运用研究[D].博士学位论文,山东大学,2007
[83]李美枝.从有关公平判断的研究结果看中国人之人己关系的界限[J].本土心理学研究,1993,6(1):267-300
[84]李伟民.论人情—关于中国人社会交往的分析与探讨[J].中山大学学报(社会科学版),1996,(2):57-64
[85]李春苗.人际关系协调与冲突解决[M].广州:广东经济出版社,2001
[86]乐国安.当前中国人际关系研究[M].天津:南开大学出版社,2002
[87]乐国安.20世纪80年代以来西方社会心理学新进展[M].广州:暨南大学出版社,2004
[88]牛全保.中国工商关系的演变历程与特点[J].商业经济与管理,2006,(4):3-7
[89]汪涛,陈露蓉.中国本土文化环境下的商务“关系”.一项探索性研究[J].营销科学学报,2006,(3):1-14.
[90]汪涛.渠道代理人及其对渠道关系的影响闭[J].中国流通经济,2004,(10):48-51
[91]王晓玉.边界管理人员特征对企业间两层次信任的影响--来自中国家电分销 渠道的实证研究[J].商业经济与管理,2006,(5):14-19
[92]于坤章,梁承献.渠道权力理论研究动态探析[J].北京工商大学学报(社会科学版),2005,(9):23-27
[93]张闯.营销渠道控制:理论、模型与研究命题[J].商业经济与管理,2006,(3):52-59
[94]张庚森.基于资源投入的营销渠道权力测量模型研究[J].外国经济与管理,2006,(11):45-50
[95]张广玲.关系结合方式及关系品质对顾客自发行为的影响[J].经济管理,新管理,2005,(6):36-39
[96]张黎,Dickson Marsha A.渠道权力理论与国外品牌服装在我国的营销渠道[J].南开管理评论,2004,(4):44-50
[97]翟学伟.人情、面子与权力的再生产[M].北京:北京大学出版社,2005:137-139
[98]周勤,朱有为.中国制造业和商业关系演化:总量分析[J].中国工业经济,2005,(8):50-55
[99]朱吉庆,李金早.私人关系对业务关系质量的影响—以上海、苏州银行业为例[J].兰州学刊,2006,(9):147-150
[100]庄贵军,席酉民.关系营销在中国的文化基础[J].管理世界,2003,(10):98-100
[101]庄贵军,席酉民.中国营销渠道中私人关系对渠道权力使用的影响[J].管理科学学报,2004,(6):52-62.
[102]庄贵军,周筱莲.权力、冲突与合作:中国工商企业之间的渠道行为研究[J].管理世界,2002,(3):117-124
[103]庄贵军,周筱莲.营销渠道中依赖的感知差距对渠道冲突的影响[J].系统工程理论与实践,2003,(7):57-62
[104]庄贵军,周筱莲,王桂林.营销渠道管理[M].北京:北京大学出版社,2004
[2]Arias, J. T. G. A relationship marketing approach to Guanxi[J]. European Management, 1995, 24(3): 207-214
[3]Berman, B. Marketing Channels[M]. John weiley&Sons, Inc. 1996:125-127
[4]Brown James R., Johnson Jean L., and Koenig Harold F. Measuring the Sources of Marketing Channel Power: A Comparison of Alternative Approach[J].International Jounral of Research in Marketing, 1995,12: 333-354
[5]Brennan Ross and Turnbull Peter W. Adaptive Behavior in Buyer-Supplier Relationships[J].In dustrial Marketing Management, 1999,28:481-495
[6]Brown James R., Lusch Robert F. Conflict and Power-Dependence Relations in Retalier-Supplier Channels[J].Jounral of Retailing,1983,59 (4):53 -80
[7]Brown James R., Lusch Robert F. and Nicholson Carplyn Y Power and Relationship Commitment: Their Impact on Marketing Channel Member Performance[J].Journal of Retailing,1995x,71 (4):362-92
[8]Brown James R., Johnson Jean L.. Measuring the Sources of Marketing Channel Power: A Comparison of Alternative Approach[J].International Journal of Research in Marketing, 1995, 12: 33 3-354
[9]Buchanan Lauranne. Vertical Trade Relationships: the Role of Dependence and Symmetry in Attaining Organizational Goals[J]. Journal of Marketing Research,1992,VoI.XXIX(February):65-75
[10]Buttery, F. A. and Wong Y H. The development of a guanxi framework[J]. Marketing Intelligence&Planning, 1999, 17(3):147-154
[11]Churchill G, Jr. A Paradigm for Developing Better Measures of Marketing Constructs[J]. Jounral of Marketing Research,1979,16(February):64 -73.
[12]Crosby Lawrene A., Evans Keanet A. and Cowles Deborah. Relationship Qualityin Services Selling: an Interpersonal Influence Perspective[J].Journal of Marketing,1990,7( 54):14 -68
[13]Don Y. Lee and Philip L. Dawes. Guanxi, Trust, and Long Tern-Orientation in Chinese Business Markets[J], Journal of International Marketing Vol.13, 2005: 28-56
[14]Davies, H., Leung, T. K. P., Luk, S. T. K., & Wong, Y. The benefits of "guanxi": The value of relationship in developing Chinese market[J]. Industrial Marketing Management, 1995, 24(3): 207-214
[15]Doney, M. P., & Joesph, P. C. An examination of the nature of trust in buyer-seller relationships[J]. Journal of Marketing, 1997, 61(1): 35-52.
[16]Duarte,M., & Davies, G. Testing the conflict-performance assumption in business-to-business relationships[J]. Industrial Marketing Management, 2003, 32(2): 91-100
[17]E1-Ansary A. L. and Stem L. W. Power Measurement in the Distribution Channel[J].Journal of Marketing,1972, 9( February.): 47 -52
[18]Etgar, M. Channel domination and countervailing power in distribution channels[J]. Journal of Marketing Research, 1976, 13(3): 254-262
[19]Etgar, M. Differences in the use of manufacturer power in conventional and contractual channels[J]. Journal of Retailing, 1978, 54(4): 49-62
[20]Etgar, M. Sources and types of intrachannel conflict[J]. Journal of Retailing, 1979, 55(1): 61-78
[21]Fock, H. K. Y., & Woo, K. S. The China market: Strategic implications of guanxi[J]. Business Strategy Review, 1998, 9(3): 33-43
[22]Flora F. Gu, Kineta Hung, & David K. Tse. When Does Guanxi Matter? Issues of Capitalization and Its Dark Sides[J], Journal of Marketing, 2008, Vol.72, 12-28
[23]Frazier, G. L., Gill, J. D., & Kale, S. H. Dealer dependence levels and reciprocal actions in a channel of distribution in a developing country[J]. Journal of Marketing, 1989, 53(1): 50-69
[24]Frazier, G. L., & Summers, J. Interfirm influence strategies and their application within distribution channels[J]. Journal of Marketing, 1984, 48(3), 43-55.
[25]Frazier, G. L., & Summers, J. Perceptions of interfirm power and its use within distribution channels[J]. Journal of Marketing Research, 1986(May), 23: 169-179.
[26]Frazier, G. L., & Rody, R. C. The use of influence strategies in the interfirm relationships in industrial product channels[J]. Journal of Marketing. 1991,55(1), 52-69
[27]Frederick and Stern. Power in the channel of distribution[J], Journal of marketing research, 1969, 15(2): 92-116
[28]Frazier G. L., Rody R. C. The use of influence strategies in the interfirm relationships in industrial product channels [J]. Journal ofMarketing, 1991, 55 (January): 52-69
[29]Frazier G. L., Summers J. Interfirm influence strategies and their application within distribution channels[J]. Journal of Marketing, 1984, 48(3): 43-55
[30]Garver, M. S., & Mentzer, J. T. (1999). Logistics research methods: Employing structural equation modeling to test for construct validity. Journal of Business Logistics, 20(1), 33-57
[31]Gaski and Jonhn E. The theory of power and conflict in channels of distribution. Journal of marketing, 1984, 48(6): 9-29
[32]Gaski J. F., Nevin J. R. The differential effects of exercised and unexercised power sources in a marketing channel[J]. Journal of Marketing Research, 1985, 22(2): 130-142
[33]Gaski J. F. Interrelations among a channel entity's power sources: Impact of the exercise of reword and coercion on expert, referent, and legitimate power sources[J]. Journal of Marketing Research, 1986, 23 (Feb.): 62-77
[34]Heide, Jan, B. Interorganizational Governance in Marketing Channels[J]. Jounral Of Marketing, 1994, 58(January): 71 -85
[35]Heide, Jan, B. and Wathne Kenneth H. Friends, Roles: A Conceptual Framework and a Research Businesspeople, and Relationship Agenda[J]. Journal of Marketing, 2006, 70(July):90 -103
[36]Hunt, Shelby D. and Nevin John R. Power in a Channel of Distribution: Sources and Consequences[J]. Jounral of Marketing Research, 1974,11 (May):86-93
[37]Hunt Kenneth, Mentzer on Compliance in a Channel John, and Danes Jefrey. The Effect of Power Sources of Distribution: A Causal Model[J].Journal of Business Research, 1987,15(5): 377-395
[38] James, R. Brown and Robert F, lusch. Power and member Performance [J], Journal of retailing, 1995, 1(4): 363-392
[39]Jap Sandy D. Pie-Expansion Efforts: Collaboration Processes in Buyer-SupplierRelationships[J]. Journal of Marketing Research, 1999, Vol.XXXVI (November): 461-475
[40]Kale S. H. Dealer perceptions of manufacturer power and influence strategies in a developing country[J]. Journal of Marketing Research, 1986, 23: 387-393
[41]Kasulis and Spekman. A Framework for the use of power[J]. European Journal of Marketing, 1980, 14(4): 180-191
[42]Kipnis Andrew B. Producing Guanxi[M], Durham, NC: Duke University Press, 1997
[43]Kumar, N., & Scheer, L. K. The effects of perceived interdependence on dealer attitudes[J]. Journal of Marketing Research, 1995, 32 (3): 348-356
[44]Kumar, N., Stern, L.W., & Achrol, R. S. Assessing reseller performance from the perspective of the supplier[J]. Journal of Marketing Research, 1992, 29: 238-253.
[45]Kumar, N. The power of power in supplier-retailer relationships[J]. Industrial Marketing Management, 2005, 34: 863-866
[46]Lee, D. Y., & Dawes. Guanxi, trust, and long-term orientation in Chinese business markets. Journal of International Marketing, 2005, 13(2), 28-43
[47]Leonidas C. Leonidou, Michael A. Talias, Constantinos N. Leonidou. Exercised power as a driver of trust and commitment in cross-border industrial buyer-seller relationships [J]. Industrial Marketing Management, 2008, 37: 92-103
[48]Leuthesser, L., & Kohli, A. K. Relational behavior in business markets: Implications for relationship management. Journal of Business Research, 1995, 34(3): 221-233.
[49]Li, S.M., Park, S. H., & Li, S. H. The Great leap forward: The transition fromrelationbased governance to rule-based governance. Organizational Dynamics, 2004, 33(1), 63-78.
[50]Liu, H., & Wang, Y. P. Co-ordination of international channel relationships: four case studies in the food industry in China. Journal of Business & Industrial Marketing, 1999, 14(2), 130-148
[51]Lovett, S., Simmons, L. C., & Kali, R.. Guanxi versus the market: Ethics andefficiency. Journal of International Business Studies, 1999, 30(2), 231-248
[52]Luo, Y. Guanxi: Principles, philosophies, and implications. Human Systems Management, 1997, 16(1), 43-51.
[53]Lusch R. F. Channel conflict: Its impact on retailer operating performance [J]. Journal of Retailing, 1976, 52(2): 3-12
[54]Lusch, Robert and Brown. A modified model of power in the marketing channel[J]. Journal of Marketing Research, 1982, 14(8): 312-323
[55]Mavondo Felix T. and Rodrigo Elaine M. The Effect of Relationship Dimensions on Interpersonal and Interorganizational Commitment in Organizations Conducting Business between Australia and China[J]. Journal of Business Research, 2001, 52: 111-121
[56]Mayo, D.T.,Richardson, L. D.,and Simpson, J. T. The differential effects of the uses of power sources and influence strategies on channel satisfaction[J]. Journal of Marketing Theory, 1998
[57]Mehta R, Larsen T, Rosenbloom B. The influence of leadership style on co-operation in channels of distribution[J]. International Journal of Physical Distribution &Logistics Management, 1996, 26 (6): 32-59
[58]Michael Etgar. Channel domination and countervailing power in distributive channels, Journal of marketing research, 1976,13(8): 254-262
[59]Peng, Mike W. and Peggy Sue Heath. The Growth of the Firm in Planned Economies in Transition: Institutions, Organizations, and Strategic Choice[J]. Academy of Management Review, 1996, 21 (2): 492-528
[60]Price, Linda L. and Arnould Eric J. Commercial friendships: Provider-Client Relationship in context[J]. Journal of Marketing, 1996, 63 (October): 38-56
[61]Ruekert, R.W., & Churchill, G. A. Reliability and validity of alternative measures of channel member satisfaction[J]. Journal of Marketing Research, 1984, 21(2): 226-233
[62]Scheer and Stem. The effect of influence type and performance outcomes on attitude toward the influencer[J], Journal of Marketing Research, 1992, 29(2):128.142
[63]Schul, P., William, P., & Taylor, E. L., Jr. Summer. The impact of channel leadership behavior on intrachannel conflict[J]. Journal of Marketing, 1983, 47: 21-34
[64]Schul, Patrick L, Taylor E. Little, and William M. Pride, Channel Climate: Its Impact on Channel Members' Satisfaction[J]. Journal of Retailing: 1985, 61 (summer): 9-38
[65]Shamdasani P, Keh H T, Chan K T S. The efficacy of power and influence strategies in a conventional channel: A Singapore perspective[J] . Journal of Business & Industrial Marketing, 2001, 16 (1): 21-38
[66]Sekaran, U. Methodological and theoretical issues and advancements in cross-cultural research[J]. Journal of International Business Studies, 1983, 14(2): 61-74
[67]Simpson, J. T., & Mayo, D. T. Relationship management: A call for fewer influence attempts[J]. Journal of Business Research, 1997, 39(3), 209-218.
[68]Skinner S J, Gassenheimer J B, Kelley S W. Cooperation in supplier2dealer relations [J]. Journal of Retailing, 1992, 68 (2): 174-193
[69]Skinner, S. J., & Guiltinan, J. P. Perceptions of channel control[J]. Journal of Retailing, 1985, 61(4):65-88
[70]Stern, L .W. Distribution Channels as Political Economies: A Framework for Comparative Analysis[J]. Journal of Marketing, 1980, 44 (summer): 52-64
[71]Stern,L.and El-Ansary,Power Measurement in the Distribution Channel[J],Journal of Marketing Research,1972(February),Vol.9:47-50
[72]Van honacker,Wilfried R.Guanxi Networks in China[J].China Business Review,2004,31(3):48-53
[73]Weitz,Barton A.and Jap Sandy D.Relationship Marketing and Distribution Channels[J].Journal of the Academy of Marketing Science,1995,23(4):305-320
[74]Wilkinson Ian F.Power and Satisfaction in Channels of Distribution[J].Journal of Retailing,1979,55(2):79 -94
[75]Wong,Y.H.,& Tarn,J.L.M..Mapping relationships in China:Guanxi dynamic approach[J].Journal of Business & Industrial Marketing,2000,15(1):57-67
[76]Yavas,U.The bases of power in international channels.International Marketing Review,1998,15(2):140-150
[77]陈波.关系营销与中国关系型商业模式的兼容性研究—社会网络理论的视角[J].北京工商大学学报(社会科学版),2005,20(3):66-71
[78]韩德昌,姚飞.“关系”对关系营销的影响[J].经济管理,2006,(1):49-51
[79]韩巍,席酉民.关系:中国商业活动的基本模式探讨团.西北大学学报(哲学社会科学版),2003,(1):43-47.
[80]贺和平.渠道关系的认知结构初探[J]商业经济文荟,2006,(2):32-34
[81]侯杰泰,温忠麟、成子娟.结构方程模型及应用[M].北京:教育科学出版社,2004
[82]胡晓玲.我国营销渠道中制造商权力运用研究[D].博士学位论文,山东大学,2007
[83]李美枝.从有关公平判断的研究结果看中国人之人己关系的界限[J].本土心理学研究,1993,6(1):267-300
[84]李伟民.论人情—关于中国人社会交往的分析与探讨[J].中山大学学报(社会科学版),1996,(2):57-64
[85]李春苗.人际关系协调与冲突解决[M].广州:广东经济出版社,2001
[86]乐国安.当前中国人际关系研究[M].天津:南开大学出版社,2002
[87]乐国安.20世纪80年代以来西方社会心理学新进展[M].广州:暨南大学出版社,2004
[88]牛全保.中国工商关系的演变历程与特点[J].商业经济与管理,2006,(4):3-7
[89]汪涛,陈露蓉.中国本土文化环境下的商务“关系”.一项探索性研究[J].营销科学学报,2006,(3):1-14.
[90]汪涛.渠道代理人及其对渠道关系的影响闭[J].中国流通经济,2004,(10):48-51
[91]王晓玉.边界管理人员特征对企业间两层次信任的影响--来自中国家电分销 渠道的实证研究[J].商业经济与管理,2006,(5):14-19
[92]于坤章,梁承献.渠道权力理论研究动态探析[J].北京工商大学学报(社会科学版),2005,(9):23-27
[93]张闯.营销渠道控制:理论、模型与研究命题[J].商业经济与管理,2006,(3):52-59
[94]张庚森.基于资源投入的营销渠道权力测量模型研究[J].外国经济与管理,2006,(11):45-50
[95]张广玲.关系结合方式及关系品质对顾客自发行为的影响[J].经济管理,新管理,2005,(6):36-39
[96]张黎,Dickson Marsha A.渠道权力理论与国外品牌服装在我国的营销渠道[J].南开管理评论,2004,(4):44-50
[97]翟学伟.人情、面子与权力的再生产[M].北京:北京大学出版社,2005:137-139
[98]周勤,朱有为.中国制造业和商业关系演化:总量分析[J].中国工业经济,2005,(8):50-55
[99]朱吉庆,李金早.私人关系对业务关系质量的影响—以上海、苏州银行业为例[J].兰州学刊,2006,(9):147-150
[100]庄贵军,席酉民.关系营销在中国的文化基础[J].管理世界,2003,(10):98-100
[101]庄贵军,席酉民.中国营销渠道中私人关系对渠道权力使用的影响[J].管理科学学报,2004,(6):52-62.
[102]庄贵军,周筱莲.权力、冲突与合作:中国工商企业之间的渠道行为研究[J].管理世界,2002,(3):117-124
[103]庄贵军,周筱莲.营销渠道中依赖的感知差距对渠道冲突的影响[J].系统工程理论与实践,2003,(7):57-62
[104]庄贵军,周筱莲,王桂林.营销渠道管理[M].北京:北京大学出版社,2004