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JRIM
8,2
The role of WOM and dynamic
capability in B2B transactions
Hyekyoung Kim
Oklahoma State University, Stillwater, Oklahoma, USA
84
the mediating role of relationship quality in linking WOM information and relationship continuity and
in linking dynamic capability and relationship continuity.
Design/methodology/approach – Two methods are used for this study: a literature review to
develop a research model and an empirical study to test hypotheses. To achieve the empirical research,
267 cases were analyzed.
Findings – This study verified that WOM information and dynamic capability have positive effects
on industrial buyer-based relationship quality and relationship continuity in B2B transactions. In
addition, relationship quality plays a partially mediating role in linking WOM information and
relationship continuity and in linking dynamic capability and relationship continuity.
Originality/value – WOM information plays an important role in consumers’ behavior in
business-to-customer transactions and in B2B transactions; however, WOM in B2B transactions
receives less attention, as it occurs by an informal process. This study suggests WOM information and
dynamic capability as factors that affect industrial buyers’ perception of relationship quality and
relationship continuity, and the research sought to examine the effects of relationship quality on the
resulting actions, relationship continuity. This study could be useful for industrial suppliers to
understand the industrial buyers’ perception on relationship quality and the results of relationship
quality. Moreover, industrial suppliers could utilize the results of this study to build managerial goals
to satisfy customers and to strengthen relationships with customers.
Keywords Relationship marketing, B2B marketing
Paper type Research paper
Introduction
In business-to-business (B2B) contexts, cooperation between buyers and suppliers has
been increasing as industrial buyers face risk and uncertainty associated with the
evaluation of the products or services (Kumar and Grisaffe, 2004), and this situation
leads industrial buyers to think about the formation of relationships (Oppel et al., 2001).
A long-term relationship with suppliers gives industrial buyers an opportunity to
increase effectiveness in terms of the quality of delivery and transaction costs, as well as
supplements (Walter et al., 2003). To achieve this improved effectiveness by reducing
transaction costs and uncertainty in the competitive environment, industrial buyers try
Journal of Research in Interactive to build long-term relationships with their selected suppliers (Crosby et al., 1990).
Marketing Complex interactions between industrial buyers and suppliers can result in
Vol. 8 No. 2, 2014
pp. 84-101 business relationships characterized by mutual dependence, belief, satisfaction and
© Emerald Group Publishing Limited loyalty, in other words, relationship quality (Morgan and Hunt, 1994; Woo and
2040-7122
DOI 10.1108/JRIM-12-2013-0082 Ennew, 2004). Relationship quality refers to both buyers’ and suppliers’ overall
assessment of relationship strength and the degree to which they are satisfied, as B2B transactions
well as to the depth and atmosphere of an exchange relationship (Johnson, 1999). In a
business relationship, quality is a major precursor of a successful long-term relationship
(Athanasopoulou, 2009). Building a high-quality business relationship requires
recognizing the factors that affect relationship quality. Furthermore, from the
standpoint of suppliers, understanding buyers’ perspectives on relationship quality can
help them know how to satisfy their customers, respond to customers’ demands 85
properly and thus create new demands as well as develop and sustain long-term
relationships.
The basic concept of dynamic capability refers to the ability to cope with the
fast-changing market environment and properly change companies’ sources according
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to the time and situation to satisfy customers’ needs (Ambrosini and Bowman, 2009).
Thus, dynamic capability promotes continual renewal and rearrangement of resources
and facilities to build better relationships with buyers (Desai et al., 2007).
As previous research has suggested (Jayachandran et al., 2004; Kerin et al., 1992), when
companies have capabilities such as customer response expertise, they can be more
competitive and create valuable strategies for their customers (Peteraf and Barney, 2003).
Investments and immediate response to customers’ special requests can increase industrial
buyers’ positive perceptions of an industrial supplier, resulting in high-quality relationship
(Su et al., 2008; Yang et al., 2008). For example, Su et al. (2008) explain that specific
investments of one or both parties influence building relationships. Moreover,
Landroguez et al. (2011) propose that dynamic capability influences customer value,
which is an indicator of repurchase intention. The following hypothesis is based on the
review of literature above:
H2. Dynamic capability is positively related to relationship quality and relationship
continuity.
Relationship quality
Relationship quality, an important factor in building and facilitating long-term
partnerships between buyers and suppliers (Han, 2004), leads to WOM intention,
relationship continuity, relationship diversity and performance (Johnson, 1999; Su et al.,
2008).
Strong empirical support for the effects of a higher level of relationship quality on
relationship continuity has been well documented in the service context. For example,
Hewett et al. (2002) indicate that the buyers’ perception of buyer – seller relationship
quality has a positive effect on repurchase intention. Kim and Cha (2002) also link
relationship quality and relationship continuity in the hotel industry. They found that
high-quality relationship is related to relationship continuity.
In B2B transactions, relationship quality also positively influences the relationships
between industrial suppliers and buyers. For example, in their empirical study, Boles
et al. (1997) found that those in a high-quality relationship group have the intention to
remain a customer. Moreover, Crosby et al. (1990) suggest that relationship quality is a
main factor in determining the probability of continued exchange between industrial
buyers and sellers. That is, once industrial buyers trust the suppliers and are confident
in the fairness of their transactions, they have a high intention to continue transacting B2B transactions
with them. Additionally, the outcomes of buyers’ trust and perception of fairness can
reinforce their decision to continue transacting with a particular service provider
(Cronin and Taylor, 1992). Su et al. (2008) assert that a long-term relationship can last
and be diverse when both parties feel the relationship is good. Gummesson (1987)
shows that a high-quality relationship positively affects customers’ perceived
quality and increases the possibility of a long-term relationship. Therefore, the 89
following hypotheses are proposed:
H3. Relationship quality is positively related to relationship continuity.
H4. The influential relationship between WOM information and relationship
continuity and between dynamic capability and relationship continuity is
mediated by relationship quality.
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Research methodology
Data collection and sample
This study used the survey method of data collection. The major respondents to the
survey were company employees in charge of buying materials and machines needed
for manufacturing goods. The companies conducted transactions with many suppliers;
thus, the respondents were asked to choose the supplier with whom they most
frequently transacted, and to respond about their perceptions and feelings of how WOM
information and dynamic capability function have affected their decision to start a
transaction with the supplier. A total of 420 questionnaires were distributed, and 285
were returned. Among them, 18 questionnaires were excluded because of insufficient
responses; therefore, 267 copies were used for this empirical analysis. Almost all of the
respondents were male (76.2 per cent). With regard to their years of transaction
experience, 58.1 per cent of the respondents reported less than five years, 29.4 per cent
more than five years and less than ten years and 12.6 per cent more than ten years. With
regard to the type of industry, 84.3 per cent were working in electronics companies and
8.3 per cent were working in mechanical companies. The remaining 7.4 per cent were
working in textile, transportations or manufacturing companies.
Measures
The scales, adapted from existing scales to suit the context of the current study,
measured industrial buyers’ perception of their transaction partners who were
providing industrial materials and goods. All constructs were measured using a 5-point
Likert-type scale ranging from “strongly disagree (1)” to “strongly agree (5)”. Four items
based on the concept of indirect communication effects and adopted from Wangenheim
and Bayón (2004) were revised according to the purpose of this study and used to
measure WOM information. Wangenheim and Bayón’s (2004) scale, originally
developed by Price et al. (1989), included ten similarity-based and six experience- or
expertise-based measures and were used to measure the effect of referent (source)
characteristics on the recommendation of a service provider. Later, in their study to
explore the effect of WOM on receivers’ attitudes and intentions, Wangenheim and
Bayón (2004) used four items (two expertise-based measures and two similarity-based
measures) to measure receivers’ perception of information deliverers’ source expertise
and similarity. They showed that this instrument satisfied internal consistency in terms
JRIM of Cronbach’s alpha (0.84 for the expertise construct and 0.80 for the similarity
construct) and item-to-total correlation (all ⬎ 0.61). Consistent with Wangenheim and
8,2 Bayón’s (2004) study, the current study also measured industrial buyers’ perception of
WOM sources in terms of expertise and similarity with their company’s preferences and
values. The four questions follow:
(1) Before making a decision to choose a provider, I have heard about the provider
90 and the source has good knowledge about that.
(2) The source is an expert and has a significant effect on the decision to choose a
provider.
(3) The source is similar to our firm in preferences and values and plays a key role
in decision-making process.
(4) Overall, the source is one that is similar to my firm.
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To measure dynamic capability, the author adapted three items from Jayachandran et al.
(2004). In their study to examine the effect of customer response expertise and speed on
performance, Jayachandran et al. (2004) developed a scale for customer response
expertise which measured organizational ability and competence to satisfy their
customers’ needs They adapted the scale for customer response speed from Kohli et al.
(1993) to measure the extent to which a supplier company responds to customer needs
They demonstrated the internal consistency of the scale in terms of Cronbach’s alpha
(␣ ⫽ 0.82 for customer response expertise and ␣ ⫽ 0.72 for customer response speed).
The current study measures industrial buyers’ perception of their transaction partner’s
capability in terms of expertise for effectively satisfying customers’ needs. The three
items are as follows:
(1) Our main supplier can easily satisfy my company’s needs.
(2) Our main supplier can satisfy my company’s needs much better than
competitors.
(3) Our main supplier has a reputation for effectively meeting customers’ demands.
Relationship quality was measured by four items adapted from Johnson (1999). Johnson
(1999) developed a scale for relationship quality in her study to measure the extent of
buyers’ trust and perception of fairness in the relationship. According to Johnson’s
(1999) empirical study, Cronbach’s alpha for this scale is 0.88. The current study also
measures industrial buyers’ trust in their inter-firm relationship with their major
transaction partner company and their perception of the fairness of their transactions.
The four items are as follows:
(1) There is a high level of trust between us and our major supplier.
(2) A strong spirit of fairness exists in our relationship with our major supplier.
(3) Our firm usually gets a fair share of the rewards in the relationship with our
major supplier.
(4) We monitor every aspect of transactions with our major supplier to ensure that
nothing inappropriate happens (reverse scored).
To measure relationship continuity, this study used four items from Heide and John’s
(1990) study. Heide and John (1990) developed the scale for relationship continuity to
examine the effect of uncertainty on relationship continuity and the effect of continuity B2B transactions
expectations on the level of joint action in buyer–supplier relationships. They measured
the firm’s perception that both parties expect the relationship to continue into the future.
According to the results of their empirical study, Cronbach’s alpha was 0.88, and these
four items were also empirically validated in follow-up studies. For example, in
Johnson’s (1999) study, these items showed satisfactory internal consistency (␣ ⫽ 0.74).
Consistent with Heide and John’s (1990) study, the current study also measures 91
industrial buyers’ perception that both parties expect their relationship to continue. The
four items are as follows:
(1) We expect the relationship with our major supplier to last a long time.
(2) It is likely that our relationship with our major supplier will be terminated within
the next two years (reverse scored).
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(3) Our firm has been successful in getting our major supplier to commit to
long-term cooperation.
(4) Our major supplier is hesitant to come to any long-term agreements, even though
our firm tries very hard to establish a long-term association (reverse scored).
Composite Cronbach’s
Construct reliability alpha AVE WOM DC RQ RC
0.86 (5.99)
DC1 0.90
RC2
Relaonship
0.87 Dynamic Quality
DC2 0.18
Capability 0.88 Figure 1.
(2.80) RC3
Structural model results
0.82 with path coefficients and
DC3
0.89 t-values
RC4
As shown in Tables III and IV, total indirect effects through relationship quality were
0.1743 and 0.0973, respectively. The z values for the mediating model were ⬎ |1.96|
(WOM-RQ-RC: z ⫽ 4.5552, p ⬍ 0.01; DC-RQ-RC: z ⫽ 4.1289, p ⬍ 0.01), indicating that
relationship quality mediates both the effect of WOM and the effect of dynamic
capability on relationship continuity. Moreover, because none of the bootstrapped CIs
contain 0, the result is also supported.
Bootstrapping
Product of Percentile 95 BC 95 per cent BCa 95 per cent
Mediating Point coefficients per cent CI CI CI
variable estimate SE Z Lower Upper Lower Upper Lower Upper
RQ 0.1743 0.0383 4.5552 0.1053 0.2456 0.1077 0.2479 0.1075 0.2479 Table III.
Mediation of the effect of
Notes: BC, bias corrected; BCa, bias corrected and accelerated; 5,000 bootstrap samples WOM on RC through RQ
Bootstrapping
Product of Percentile 95 BC 95 per cent BCa 95 per cent
Mediating Point coefficients per cent CI CI CI
variable estimate SE Z Lower Upper Lower Upper Lower Upper
RQ 0.0930 0.0225 4.1289 0.0453 0.1476 0.0474 0.1506 0.0444 0.1458 Table IV.
Mediation of the effect of
Notes: BC, bias corrected; BCa, bias corrected and accelerated; 5,000 bootstrap samples DC on RC through RQ
JRIM Discussion
Building a continuous relationship between buyers and suppliers in B2B transactions is
8,2 important to both buyers and suppliers. From the industrial buyers’ perspective, having
a stable supplier of raw materials and industrial goods is one source of competitive
competence in the fast-changing market and in competing with global companies (Sheth
and Sharma, 1997). From the industrial suppliers’ perspective, having regular
94 customers is also crucial: developing high-quality relationships with their customers
helps suppliers have loyal customers and achieve a high level of profitability. To
develop high-quality relationships, industrial suppliers must first understand industrial
buyers’ decision-making process and the process by which they choose their transaction
partners. This study suggests that WOM information and dynamic capability may be
important factors when buyers choose their transaction partners and make purchasing
decisions.
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The results of the hypothesis testing show that WOM information and dynamic
capability have positive effects on relationship quality and relationship continuity and
that relationship quality also has a positive influence on relationship continuity. As
hypothesized, relationship quality partially mediates both the relationship between
WOM information and relationship continuity and the relationship between dynamic
capability and relationship continuity. The findings of this study show that one way
industrial suppliers can build a quality and long-term relationship is by including WOM
and dynamic capability in their marketing strategy. Moreover, these results statistically
identified the strengths of relationship quality and the importance of WOM information
in B2B transactions. Based on these results, implications, limitations and suggestions
for further research follow.
industrial buyers to access e-channels and to participate in international trade fairs for
obtaining information about their potential transaction partners and goods. To attract more
potential international customers, marketing practitioners need to utilize various e-channels
as online marketing tools, which allow current customers to share their experiences with
potential international customers and to help potential international customers get
information in real time at any place. To do this, marketing practitioners need to take into
account a way to diversify communication channels, such as developing brand Web sites
and product review Web sites.
Marketing practitioners also need to note that customers are more likely to
recommend suppliers when they share similar goals and communicate closely with
companies; therefore, communication and contact should take place frequently through
newsletters with information about their new products and services, even though the
transaction has ended.
As previously discussed, dynamic capability is related to suppliers’ capability and
will to change their resources and facilities for buyers and adapt to buyers. The results
reveal that the more the suppliers demonstrate their dedicated capabilities for the
buyers, the more the buyers think that the suppliers are reliable, the more they trust
them and the more committed they are to them. Therefore, industrial suppliers need to
demonstrate how they are supporting the buyers’ organization and how they are
promoting a win-win strategy for each other. And industrial suppliers must offer quality
solutions in time to deal with their buyers’ product and service needs For example,
suppliers must pay attention to the quality of the service delivery system to secure
reliable product delivery and to satisfy their buyers’ needs to acquire goods promptly.
In addition, this study explains the importance of relationship quality for building a
successful relationship in B2B transactions. Industrial buyers who trust and are content
with the current transaction have intentions to keep that relation in the future. A close
relationship between industrial buyers and suppliers can become a strong barrier to the
entry of other companies; once a strong barrier is built, industrial buyers get used to
current transactions, and the probability that the buyers will find another partner
decreases. A company that builds a long-term relationship with a specific company has
a higher sales growth rate and profitability, lower inventory retention and lower control
costs than those that do not build such a relationship (Kalwani and Narayandas, 1995).
Moreover, acquiring satisfied, trusted and committed buyers will most likely lead to an
increase in purchases through cross-selling, a high possibility of long-term transactions
JRIM and positive WOM. Customers who are building a relationship with a company are
likely to engage intensively in WOM advertising (Griffin, 1995). A supplier who has
8,2 content buyers may be able to get new customers without any marketing activity.
Therefore, if industrial suppliers want to continue the current transactions with their
specific buyers and to develop and find new customers, they should focus on the
relationship quality with their current customers.
96
Implications for research
A significant finding that has not been studied much in previous research is that WOM
also influences relationship quality and relationship continuity in B2B transactions, just
as in B2C transactions. This study is an important bridge between WOM and its
performance in terms of relationship quality and relationship continuity in B2B
literature because many previous studies in B2C literature focused mostly on the
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Further reading
Jöreskog, K. and Sörbom, D. (2001), LISREL 8: User’s Reference Guide, 2nd ed., Scientific Software
International, Lincolnwood, IL.
Corresponding author
Hyekyoung Kim can be contacted at: altorang@gmail.com