O ambiente das díades de canalde marketing: um arcabouço para análises comparativas

doi:10.1590/S0034-75902006000300014

Resumos

O arcabouço de economia política para a análise comparativa de díades de canal de marketing proposto por Stern e Reve (1980) concentrava-se principalmente nas ralações entre os membros dos canais. Este artigo amplia o arcabouço de economia política, indicando como fatores ambientais, portanto externos, a uma díade poderiam influenciar e afetar a estrutura e os processos da díade. Quando combinado com o artigo original de Stern e Reve, a perspectiva geral resultante deve fornecer uma base abrangente para o desenvolvimento de teorias na área de canais de marketing.

Economia política; canais de marketing; análise comparativa de díades; fatores ambientais

The political economy framework for the comparative analysis of marketing channel dyads proposed by Stern and Reve (1980) focused mainly on relationships between channel members. This article extends the political economy framework by indicating how environmental factors (i.e., factors external to a dyad) might influence and affect the structure and processes of the dyad. When combined with the original article by Stern and Reve, the resulting overall perspective should provide a comprehensive basis for theory development and research in the marketing channel area.

Political economy; marketing channels; comparative analysis of dyads; environmental factors

RAE CLÁSSICOS

O ambiente das díades de canal de marketing: um arcabouço para análises comparativas

Ravi Singh Achrol^I; Torger Reve^II; Louis W. Stern^III

^IGeorge Washington University

^IIBI Norwegian School of Management

^IIINorthwestern University

RESUMO

O arcabouço de economia política para a análise comparativa de díades de canal de marketing proposto por Stern e Reve (1980) concentrava-se principalmente nas ralações entre os membros dos canais. Este artigo amplia o arcabouço de economia política, indicando como fatores ambientais, portanto externos, a uma díade poderiam influenciar e afetar a estrutura e os processos da díade. Quando combinado com o artigo original de Stern e Reve, a perspectiva geral resultante deve fornecer uma base abrangente para o desenvolvimento de teorias na área de canais de marketing.

Palavras-chave: Economia política, canais de marketing, análise comparativa de díades, fatores ambientais.

ABSTRACT

The political economy framework for the comparative analysis of marketing channel dyads proposed by Stern and Reve (1980) focused mainly on relationships between channel members. This article extends the political economy framework by indicating how environmental factors (i.e., factors external to a dyad) might influence and affect the structure and processes of the dyad. When combined with the original article by Stern and Reve, the resulting overall perspective should provide a comprehensive basis for theory development and research in the marketing channel area.

Key words: Political economy, marketing channels, comparative analysis of dyads, environmental factors.

Texto completo disponível apenas em PDF.

Full text available only in PDF format.

Aprovado em 01.02.2006.

Ravi Singh Achrol

Professor de Marketing da George Washington University.

Interesses de pesquisa na área de Marketing.

E-mail: achrol@gwu.edu

Endereço: School of Business, George Washington University, 307, Funger Hall 2201, G Street, NW â Washington, DC, 20052, USA.

Torger Reve

Professor de Estratégia e Logística da BI Norwegian School of Management.

Interesses de pesquisa nas áreas de Marketing, Estratégia e Logística.

E-mail: torger.reve@bi.no

Endereço: BI Norwegian School of Management, NO-0442, Oslo, Norway.

Louis W. Stern

Professor emérito de Marketing da Kellogg School of Management â Northwestern University.

Interesses de pesquisa na área de Marketing.

Email: lwstern@kellogg.northwestern.edu

Endereço: Northwestern University, Kellogg School of Management, 2001 N. Sheridan Rd., Evanston â Illinois, 60208-2001, USA.

Artigo convidado.

AIKEN, M.; ALFORD, R. Community structure and innovation: the case of public housing. The American Political Science Review, v. 64, n. 3, p. 843- 864, Sept. 1970.
ALDRICH, H. E. An Organization-environment perspective on cooperation and conflict between organizations in the manpower training system. In: NEGADHI, A. R. (Ed.). Interorganizational Theory Kent, OH: Kent State University Press, 1975.
ALDRICH, H. E. Organizations and Environments. Englewood Cliffs, NJ: Prentice-Hall, 1979.
ALDRICH, H. E.; WHETTEN, D. Organization-sets, action-sets, and networks: making the most of simplicity. In: NYSTROM, P.; STARBUCK, W. (Eds.). Handbook of Organizational Design New York: Oxford University Press, 1981. p. 385-408.
ARNDT, J. Toward a concept of domesticated markets. Journal of Marketing, v. 43, n. 4, p. 69-75, 1979.
ASSAEL, H. Constructive role of interorganizational conflict. Administrative Science Quarterly, v. 14, n. 4, p. 573-582, 1969.
BAGOZZI, R. Marketing as exchange: a theory of transactions in the marketplace. American Behavioral Scientist, v. 21, n. 4, p. 353-556, 1978.
BLACK, B.; KASE, H. Interagency cooperation in rehabilitation and mental health. Social Service Review, v. 37, n. 1, p. 26-32, 1963.
BONOMA, T. V.; BAGOZZI, R. P.; ZALTMAN, G. The dyadic paradigm in marketing thought. In: BONOMA, T.; ZALTMAN, G. (Eds.). Organizational Buying Behavior Chicago: American Marketing Association, 1978. p. 49-66.
BUCKLIN, L. P.; CARMAN, J. M. Vertical market structure theory and the health care delivery system. In: SHETH, N. J.; WRIGHT, P. L. (Eds.). Marketing Analysis for Societal Problems Urbana, IL: University of Illinois, Bureau of Economic and Business Research, 1974. p. 7-39.
CARMAN, J. Paradigms for marketing theory. In: SHETH, J. (Ed.). Research in Marketing Greenwich, CT: Jai Press, 1980. p. 1-36.
CHILD, J. Organizational structure, environment and performance: the role of strategic choice. Sociology, v. 6, n. 1, p. 2-22, 1972.
DILL, W. R. Environment as an influence on managerial autonomy. Administrative Science Quarterly, v. 2, n. 4, p. 407-443, 1958.
DUNCAN, R. B. Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, v. 17, n. 3, p. 313-327, 1972.
EMERY, F. E.; TRIST, E. L. The causal texture of organizational environments. Human Relations, v. 18, n. 1, p. 21-32, 1965.
ETGAR, M. Channel environment and channel leadership. Journal of Marketing Research, v. 14, n. 1, p. 69-76, Feb. 1977.
EVANS, F. B. Selling as a dyadic relationship: a new approach. The American Behavioral Scientist, v. 6, n. 9, p. 76-79, 1963.
HICKSON, D. J.; LEE, C. A.; SCHNECK. R. E.; PENNINGS, J. M. A strategic contingencies theory of intraorganizational power. Administrative Science Quarterly, v. 16, n. 2, p. 216-229, 1971.
JURKOVICH, R. A core typology of organizational environments. Administrative Science Quarterly, v. 19, n. 3, p. 380-294, 1974.
LAWRENCE, P.; LORSCH, J. Organization and Environment Cambridge, MA: Harvard Business School, 1967.
LAWRENCE, R. P. The Harvard organization and environment research program. In: VAN DE VEN, A.; JOYCE, W. F. (Eds.). Perspectives on Organization Design and Behavior New York: John Wiley, 1981. p. 311-337.
LEVINE, S.; WHITE, P. E. Exchange as a conceptual framework for the study of interorganizational relationships. Administrative Science Quarterly, v. 5, n. 4, p. 583-601, 1961.
MITNICK, B. M. The Political Economy of Regulation: Creating, Designing, and Removing Regulatory Forms. New York: Columbia University Press, 1980.
PERROW, C. A framework for the comparative analysis of organizations. American Sociological Review, v. 32, n. 2, p. 194-208, 1967.
PFEFFER, J.; SALANCIK, G. R. The External Control of Organizations New York: Harper & Row, 1978.
REVE, T.; STERN, L. W. The relationship between interorganizational form, transactional climate, and economic performance in vertical interfirm dyads Working paper. Northwestern University, 1982.
SCHERER, F. M. Industrial Market Structure and Economic Performance Chicago: Rand McNally, 1980
SHETH, J. N. Buyer-seller interaction: a conceptual framework. In: ANDERSON, B. B. (Ed.). Advances in Consumer Research Ann Arbor, MI: Association for Consumer Research, 1976. p. 382-386.
STARBUCK, W. H. Organizations and their environments. In: DUNNETTE, M. D. (Ed.). Handbook of Industrial and Organizational Psychology Chicago: Rand McNally, 1976. p. 1069-1123.
STERN, L. W.; REVE, T. Distribution channels as political economies: a framework for comparative analysis. Journal of Marketing, v. 44, n. 3, p. 52-64, 1980.
STURDIVANT, F. D. Determinants of vertical integration in channel systems. In: HAAS, R. M. (Ed.). Science, Technology and Marketing Chicago: American Marketing Association, 1966. p. 472-479.
TERREBERRY, S. The evolution of organizational environments. Administrative Science Quarterly, v. 12, n. 4, p. 591-613, 1968.
THOMPSON, J. D. Organizations in Action New York: McGraw-Hill, 1967.
THOMPSON, J. D.; TUDEN, A. Strategies, Structures, and Processes of Organizational Decision. In: THOMPSON, J. D. et al. (Eds.). Comparative Studies in Administration Pittsburgh, PA: University of Pittsburgh Press, 1959.
VAN DE VEN, A.; FERRY, D. L. Measuring and Assessing Organizations New York: John Wiley, 1980.
VAN DE VEN, A.; JOYCE, W. F. (Eds.). Perspectives on Organization Design and Behavior New York: John Wiley, 1981.
WEICK, K. E. The Social Psychology of Organizing Reading, MA: Addison- Wesley, 1969.
WILLIAMSON, O. E. Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press, 1975.
ZALD, M. N. On the social control of industries. Social Forces, v. 57, n. 1, p. 79-102, 1978.
ZALTMAN, G.; LEMASTERS, K.; HEFFRING, M. Theory Construction in Marketing New York: John Wiley, 1982.

Datas de Publicação

Publicação nesta coleção
01 Ago 2011
Data do Fascículo
Set 2006

This work is licensed under a Creative Commons Attribution 4.0 International License.

[1] AIKEN, M.; ALFORD, R. Community structure and innovation: the case of public housing. The American Political Science Review, v. 64, n. 3, p. 843- 864, Sept. 1970.

[2] ALDRICH, H. E. An Organization-environment perspective on cooperation and conflict between organizations in the manpower training system. In: NEGADHI, A. R. (Ed.). Interorganizational Theory Kent, OH: Kent State University Press, 1975.

[3] ALDRICH, H. E. Organizations and Environments. Englewood Cliffs, NJ: Prentice-Hall, 1979.

[4] ALDRICH, H. E.; WHETTEN, D. Organization-sets, action-sets, and networks: making the most of simplicity. In: NYSTROM, P.; STARBUCK, W. (Eds.). Handbook of Organizational Design New York: Oxford University Press, 1981. p. 385-408.

[5] ARNDT, J. Toward a concept of domesticated markets. Journal of Marketing, v. 43, n. 4, p. 69-75, 1979.

[6] ASSAEL, H. Constructive role of interorganizational conflict. Administrative Science Quarterly, v. 14, n. 4, p. 573-582, 1969.

[7] BAGOZZI, R. Marketing as exchange: a theory of transactions in the marketplace. American Behavioral Scientist, v. 21, n. 4, p. 353-556, 1978.

[8] BLACK, B.; KASE, H. Interagency cooperation in rehabilitation and mental health. Social Service Review, v. 37, n. 1, p. 26-32, 1963.

[9] BONOMA, T. V.; BAGOZZI, R. P.; ZALTMAN, G. The dyadic paradigm in marketing thought. In: BONOMA, T.; ZALTMAN, G. (Eds.). Organizational Buying Behavior Chicago: American Marketing Association, 1978. p. 49-66.

[10] BUCKLIN, L. P.; CARMAN, J. M. Vertical market structure theory and the health care delivery system. In: SHETH, N. J.; WRIGHT, P. L. (Eds.). Marketing Analysis for Societal Problems Urbana, IL: University of Illinois, Bureau of Economic and Business Research, 1974. p. 7-39.

[11] CARMAN, J. Paradigms for marketing theory. In: SHETH, J. (Ed.). Research in Marketing Greenwich, CT: Jai Press, 1980. p. 1-36.

[12] CHILD, J. Organizational structure, environment and performance: the role of strategic choice. Sociology, v. 6, n. 1, p. 2-22, 1972.

[13] DILL, W. R. Environment as an influence on managerial autonomy. Administrative Science Quarterly, v. 2, n. 4, p. 407-443, 1958.

[14] DUNCAN, R. B. Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, v. 17, n. 3, p. 313-327, 1972.

[15] EMERY, F. E.; TRIST, E. L. The causal texture of organizational environments. Human Relations, v. 18, n. 1, p. 21-32, 1965.

[16] ETGAR, M. Channel environment and channel leadership. Journal of Marketing Research, v. 14, n. 1, p. 69-76, Feb. 1977.

[17] EVANS, F. B. Selling as a dyadic relationship: a new approach. The American Behavioral Scientist, v. 6, n. 9, p. 76-79, 1963.

[18] HICKSON, D. J.; LEE, C. A.; SCHNECK. R. E.; PENNINGS, J. M. A strategic contingencies theory of intraorganizational power. Administrative Science Quarterly, v. 16, n. 2, p. 216-229, 1971.

[19] JURKOVICH, R. A core typology of organizational environments. Administrative Science Quarterly, v. 19, n. 3, p. 380-294, 1974.

[20] LAWRENCE, P.; LORSCH, J. Organization and Environment Cambridge, MA: Harvard Business School, 1967.

[21] LAWRENCE, R. P. The Harvard organization and environment research program. In: VAN DE VEN, A.; JOYCE, W. F. (Eds.). Perspectives on Organization Design and Behavior New York: John Wiley, 1981. p. 311-337.

[22] LEVINE, S.; WHITE, P. E. Exchange as a conceptual framework for the study of interorganizational relationships. Administrative Science Quarterly, v. 5, n. 4, p. 583-601, 1961.

[23] MITNICK, B. M. The Political Economy of Regulation: Creating, Designing, and Removing Regulatory Forms. New York: Columbia University Press, 1980.

[24] PERROW, C. A framework for the comparative analysis of organizations. American Sociological Review, v. 32, n. 2, p. 194-208, 1967.

[25] PFEFFER, J.; SALANCIK, G. R. The External Control of Organizations New York: Harper & Row, 1978.

[26] REVE, T.; STERN, L. W. The relationship between interorganizational form, transactional climate, and economic performance in vertical interfirm dyads Working paper. Northwestern University, 1982.

[27] SCHERER, F. M. Industrial Market Structure and Economic Performance Chicago: Rand McNally, 1980

[28] SHETH, J. N. Buyer-seller interaction: a conceptual framework. In: ANDERSON, B. B. (Ed.). Advances in Consumer Research Ann Arbor, MI: Association for Consumer Research, 1976. p. 382-386.

[29] STARBUCK, W. H. Organizations and their environments. In: DUNNETTE, M. D. (Ed.). Handbook of Industrial and Organizational Psychology Chicago: Rand McNally, 1976. p. 1069-1123.

[30] STERN, L. W.; REVE, T. Distribution channels as political economies: a framework for comparative analysis. Journal of Marketing, v. 44, n. 3, p. 52-64, 1980.

[31] STURDIVANT, F. D. Determinants of vertical integration in channel systems. In: HAAS, R. M. (Ed.). Science, Technology and Marketing Chicago: American Marketing Association, 1966. p. 472-479.

[32] TERREBERRY, S. The evolution of organizational environments. Administrative Science Quarterly, v. 12, n. 4, p. 591-613, 1968.

[33] THOMPSON, J. D. Organizations in Action New York: McGraw-Hill, 1967.

[34] THOMPSON, J. D.; TUDEN, A. Strategies, Structures, and Processes of Organizational Decision. In: THOMPSON, J. D. et al. (Eds.). Comparative Studies in Administration Pittsburgh, PA: University of Pittsburgh Press, 1959.

[35] VAN DE VEN, A.; FERRY, D. L. Measuring and Assessing Organizations New York: John Wiley, 1980.

[36] VAN DE VEN, A.; JOYCE, W. F. (Eds.). Perspectives on Organization Design and Behavior New York: John Wiley, 1981.

[37] WEICK, K. E. The Social Psychology of Organizing Reading, MA: Addison- Wesley, 1969.

[38] WILLIAMSON, O. E. Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press, 1975.

[39] ZALD, M. N. On the social control of industries. Social Forces, v. 57, n. 1, p. 79-102, 1978.

[40] ZALTMAN, G.; LEMASTERS, K.; HEFFRING, M. Theory Construction in Marketing New York: John Wiley, 1982.

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O ambiente das díades de canalde marketing: um arcabouço para análises comparativas

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