The Relational View: Future challenges for a non-confirmed expectation

Tescari, Fábio Campos; Brito, Luiz Artur Ledur

doi:10.7819/rbgn.v20i3.3541

Fábio Campos Tescari

Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo, São Paulo, Brazil

http://orcid.org/0000-0002-3065-7762

Luiz Artur Ledur Brito

Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo, São Paulo, Brazil

http://orcid.org/0000-0001-9782-074X

Responsible editor: Prof. Dr. João Maurício Gama Boaventura

1.
Fábio Campos Tescari, PhD in Business Administration, Fundação Getúlio Vargas, Brazil. E-mail:fabio.tescari@gmail.com.

2.
Luiz Artur Ledur Brito, PhD in Business Administration, Fundação Getúlio Vargas, Brazil. E-mail:luiz.brito@fgv.br.

Contribution of each author:

Figures (3)
Tables (22)

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Figure 1.
Value created by a focal company.

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Figure 2.
Value created in the dyad.

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Figure 3.
Complete research model.

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Item Carga Sua empresa terá dificuldades de recolocar o volume. 0,86 Sua empresa terá dificuldades de repor o volume mantendo a mesma margem. 0,74 Sua empresa sofrerá um impacto negativo no mercado pela relevância desse cliente. 0,54 Sua empresa terá que despender tempo e esforços relevantes para desenvolver cliente(s) equivalente(s). 0,79

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Item Carga Ele perderá uma fonte relevante de competitividade. 0,75 Ele perderá ganhos conquistados. 0,95 Ele terá que despender tempo e esforços relevantes para desenvolver fornecedor(es) equivalente(s). 0,67

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Item Carga Os benefícios que nossa empresa tem com esse cliente. 0,84 A relevância desse cliente para meu negócio. 0,75 A contribuição para meu negócio decorrente das melhorias desenvolvidas em conjunto com esse cliente. 0,78

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Item Carga Sua empresa tem investido tempo junto a esse cliente para conhecer suas rotinas operacionais e para construir relacionamentos com os funcionários dele. 0,59 Sua empresa tem feito ajustes em produtos e sistemas de produção a fim de se adaptar às necessidades e especificações técnicas diferenciadas que esse cliente requer. 0,83 Sua empresa tem investido tempo e esforço na coordenação de processos operacionais junto a seus fornecedores a fim de se adaptar às necessidades e especificações técnicas diferenciadas que esse cliente requer. 0,76

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Item Carga Nossa empresa e esse cliente têm contatos frequentes em uma base regular. 0,51 Nossa empresa e esse cliente têm uma comunicação aberta e de duas vias. 0,76 As competências aportadas na relação por cada uma das empresas têm sido muito valiosas para a outra parte. 0,75 Nossa empresa e esse cliente compartilham objetivos e metas comuns. 0,67 Há correspondência entre as filosofias e abordagens de ambas as empresas na condução dos negócios. 0,55

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Item Carga Nossas promessas para esse cliente são confiáveis. 0,70 Nossa empresa não mediria esforços para ajudar esse cliente. 0,71 Nós consideramos os interesses desse cliente quando surgem problemas. 0,70

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Item Carga O market share de sua empresa é estável. 0,46 O volume de vendas nessa indústria é estável. 0,73 As previsões de venda são precisas. 0,67

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Item Carga As empresas competem intensamente. 0,75 O setor se caracteriza pela concorrência por preços. 0,51 O setor tem prática de descontos. 0,46 A competição é intensa e feroz. 0,85

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Table 1
Demographic profile of the sample

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Table 2
Comparison of the number of variables of the model

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Table 3
Fit indices of the measurement models analyzed

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Table 4
Correlation matrix

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Table 5
Reliability and the convergent validity of the constructs

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Table 6
Results of the multiple regressions for value creation

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Item Loading Your company would find it difficult to replace this volume. 0.86 Your company would find it difficult to replace the volume and keep the same margin. 0.74 Your company would suffer a negative impact in the market because of the relevance of this customer. 0.54 Your company would have to spend time and relevant effort to develop (an) equivalent customer(s). 0.79

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Item Loading It would lose a relevant source of competitiveness. 0.75 It would lose the gains obtained. 0.95 It would have to spend time and relevant effort to develop (an) equivalent supplier(s). 0.67

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Item Loading The benefits our company has with this customer. 0.84 The relevance of this customer to my business. 0.75 The contribution to my business arising from the improvements developed jointly with this customer. 0.78

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Item Loading Your company has been investing time with this customer to get to know its operating routines and to build relationships with its employees. 0.59 Your company has been adjusting its products and production systems in order to adapt to the special needs and differentiated technical specifications this customer requires. 0.83 Your company has been investing time and effort in coordinating operational processes with your suppliers in order to adapt to the special needs and differentiated technical specifications this customer requires. 0.76

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Item Loading Our company and this customer have frequent contacts on a regular basis. 0.51 Our company and this customer have open and two-way communication. 0.76 The competences brought to the relationship by each of the companies have been very valuable to the other party. 0.75 Our company and this customer share common objectives and goals. 0.67 There is correspondence between the philosophies and approaches of both companies when doing business. 0.55

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Item Loading Our promises to this customer are trustworthy. 0.70 Our company would make every effort to help this customer. 0.71 We consider the interests of this customer when problems arise. 0.70

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Item Loading The market share of your company is stable. 0.46 The sales volume in this industry is stable. 0.73 The sales forecasts are accurate. 0.67

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Item Loading The companies compete intensely. 0.75 The industry is characterized by price competition. 0.51 The industry is characterized by price cutting. 0.46 Competition is intense and fierce. 0.85

Average annual sales	Number of respondents	Percentage
Less than R$2.4 million	4	3.4%
From R$2.4 million to R$16 millions	10	8.4%
From R$16 million to R$90 million	19	16.0%
From R$90 million to R$300 million	17	14.3%
More than R$300 million	69	58.0%
Buyer size compared with supplier	Number of respondents	Percentage
Much smaller	18	15.0%
Smaller	25	20.8%
Same size	19	15.8%
Bigger	24	20.0%
Much bigger	34	28.3%
Position of respondent in the firm	Number of respondents	Percentage
CEO or Deputy CEO	4	3.4%
Director	20	16.8%
Manager	56	47.1%
Coordinator / Supervisor	14	11.8%
Salesperson / Key account manager	27	22.7%

Factors	Items
Factors	Initial CFA	Final CFA
Value created for the supplier (VCS)	5	4
Value created for the buyer (VCB)	5	3
Value coming from the relationship (VCR)	3	3
Asset specificity (AS)	4	3
Knowledge sharing (KS)	4	-
Resource complementarity (RC)	6	-
Relationship practices (RP)	-	5
Relational governance (RG)	5	3
State uncertainty (SU)	4	3
Degree of competition in the market (DCM)	4	4

Index	Relational resources	Value	Context variables	Recommended value	Reference
CMIN/DF	1.191	1.334	0.624	Less than 2	Kline, 2005Kline, R. B. (2005). Principles and practice of structural equation modeling. New York, USA: The Guilford Press.
value-p of χ²	0.187	0.098	0.836	More than 0.05	Kline, 2005Kline, R. B. (2005). Principles and practice of structural equation modeling. New York, USA: The Guilford Press.
GFI	0.937	0.941	0.981	More than 0.9	Bentler & Bonnett, 1980Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588-606.
NFI	0.891	0.918	0.953	More than 0.9	Bentler & Bonnett, 1980Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of covariance structures. Psychological Bulletin, 88(3), 588-606.
CFI	0.980	0.978	1.000	More than 0.9	Kline, 2005Kline, R. B. (2005). Principles and practice of structural equation modeling. New York, USA: The Guilford Press.
RMSEA	0.040	0.053	0.000	Less than 0.05	Kline, 2005Kline, R. B. (2005). Principles and practice of structural equation modeling. New York, USA: The Guilford Press.
RMR	0.099	0.102	0.080	Less than 0.10	Kline, 2005Kline, R. B. (2005). Principles and practice of structural equation modeling. New York, USA: The Guilford Press.

	VCS	VCB	VCR	AS	RP	RG	SU	DCM
VCS	1.00
VCB	0.26	1.00
VCR	0.07	0.29	1.00
AS	0.09	0.20	0.28	1.00
RP	0.08	0.27	0.22	0.30	1.00
RG	0.14	0.23	0.17	0.39	0.54	1.00
SU	-0.01	-0.26	-0.07	0.08	-0.09	-0.13	1.00
GCM	0.08	-0.07	0.14	0.11	0.02	0.19	-0.02	1.00

Construct	Composite reliability (ρ_c)	Average variance extracted (AVE)
Value created for the supplier	0.83	0.55
Value created for the buyer	0.84	0.64
Value coming from the relationship	0.83	0.63
Asset specificity	0.77	0.54
Relationship practices	0.79	0.43
Relational governance	0.75	0.50
State uncertainty	0.66	0.40
Degree of competition in the market	0.75	0.44

		Dependent variables
		VCB		VCS		VCR
		Coeff.	Hypoth. test.	Coeff.	Hypoth.test	Coeff.	Hypoth. test
Independent variables	Control variables
	Length of relationship between the firms	--0.07	--	--0.00	-	--0.30*	-
	Sales	00.13	-	00.13	-	00.10	-
	Direct effects
	Asset specificity (AS)	0.12	NSup.	0.02	NSup.	0.18**	Sup.
	Relational governance (RG)	0.24	NSup.	0.31^†	Sup.	0.05	NSup.
	Relationship practices (RP)	0.19	NSup.	-0.06	NSup.	0.18	NSup.
	State uncertainty (SU)	-0.25*	Sup.	0.03	NSup.	-0.08	NSup.
	Degree of competition (DCM)	-0.16	NSup.	0.05	NSup.	0.07	NSup.
	Interaction effects
	SU x AS	-0.01	NSup.	-0.29*	NSup.	-0.06	NSup.
	SU x RG	-0.04	NSup.	0.29^†	Sup.	0.05	NSup.
	SU x RP	0.07	NSup.	0.07	NSup.	0.01	NSup.
	DCM x AS	-0.04	NSup.	-0.00	NSup.	-0.17*	Sup.
	DCM x RG	0.18	NSup.	0.07	NSup.	0.01	NSup.
	DCM x RP	-0.00	NSup.	-0.00	NSup.	0.17	NSup.
	R²	0.21		0.15		0.25
	F Test	0.02		0.17		0.00

Item	Loading
Your company would find it difficult to replace this volume.	0.86
Your company would find it difficult to replace the volume and keep the same margin.	0.74
Your company would suffer a negative impact in the market because of the relevance of this customer.	0.54
Your company would have to spend time and relevant effort to develop (an) equivalent customer(s).	0.79

Item	Loading
It would lose a relevant source of competitiveness.	0.75
It would lose the gains obtained.	0.95
It would have to spend time and relevant effort to develop (an) equivalent supplier(s).	0.67

Item	Loading
The benefits our company has with this customer.	0.84
The relevance of this customer to my business.	0.75
The contribution to my business arising from the improvements developed jointly with this customer.	0.78

Item	Loading
Your company has been investing time with this customer to get to know its operating routines and to build relationships with its employees.	0.59
Your company has been adjusting its products and production systems in order to adapt to the special needs and differentiated technical specifications this customer requires.	0.83
Your company has been investing time and effort in coordinating operational processes with your suppliers in order to adapt to the special needs and differentiated technical specifications this customer requires.	0.76

Item	Loading
Our company and this customer have frequent contacts on a regular basis.	0.51
Our company and this customer have open and two-way communication.	0.76
The competences brought to the relationship by each of the companies have been very valuable to the other party.	0.75
Our company and this customer share common objectives and goals.	0.67
There is correspondence between the philosophies and approaches of both companies when doing business.	0.55

Item	Loading
Our promises to this customer are trustworthy.	0.70
Our company would make every effort to help this customer.	0.71
We consider the interests of this customer when problems arise.	0.70

Item	Loading
The market share of your company is stable.	0.46
The sales volume in this industry is stable.	0.73
The sales forecasts are accurate.	0.67

Item	Loading
The companies compete intensely.	0.75
The industry is characterized by price competition.	0.51
The industry is characterized by price cutting.	0.46
Competition is intense and fierce.	0.85

Item	Carga
Sua empresa terá dificuldades de recolocar o volume.	0,86
Sua empresa terá dificuldades de repor o volume mantendo a mesma margem.	0,74
Sua empresa sofrerá um impacto negativo no mercado pela relevância desse cliente.	0,54
Sua empresa terá que despender tempo e esforços relevantes para desenvolver cliente(s) equivalente(s).	0,79

Item	Carga
Ele perderá uma fonte relevante de competitividade.	0,75
Ele perderá ganhos conquistados.	0,95
Ele terá que despender tempo e esforços relevantes para desenvolver fornecedor(es) equivalente(s).	0,67

Item	Carga
Os benefícios que nossa empresa tem com esse cliente.	0,84
A relevância desse cliente para meu negócio.	0,75
A contribuição para meu negócio decorrente das melhorias desenvolvidas em conjunto com esse cliente.	0,78

Item	Carga
Sua empresa tem investido tempo junto a esse cliente para conhecer suas rotinas operacionais e para construir relacionamentos com os funcionários dele.	0,59
Sua empresa tem feito ajustes em produtos e sistemas de produção a fim de se adaptar às necessidades e especificações técnicas diferenciadas que esse cliente requer.	0,83
Sua empresa tem investido tempo e esforço na coordenação de processos operacionais junto a seus fornecedores a fim de se adaptar às necessidades e especificações técnicas diferenciadas que esse cliente requer.	0,76

Item	Carga
Nossa empresa e esse cliente têm contatos frequentes em uma base regular.	0,51
Nossa empresa e esse cliente têm uma comunicação aberta e de duas vias.	0,76
As competências aportadas na relação por cada uma das empresas têm sido muito valiosas para a outra parte.	0,75
Nossa empresa e esse cliente compartilham objetivos e metas comuns.	0,67
Há correspondência entre as filosofias e abordagens de ambas as empresas na condução dos negócios.	0,55

Item	Carga
Nossas promessas para esse cliente são confiáveis.	0,70
Nossa empresa não mediria esforços para ajudar esse cliente.	0,71
Nós consideramos os interesses desse cliente quando surgem problemas.	0,70

Item	Carga
O market share de sua empresa é estável.	0,46
O volume de vendas nessa indústria é estável.	0,73
As previsões de venda são precisas.	0,67

Item	Carga
As empresas competem intensamente.	0,75
O setor se caracteriza pela concorrência por preços.	0,51
O setor tem prática de descontos.	0,46
A competição é intensa e feroz.	0,85

[1] Responsible editor: Prof. Dr. João Maurício Gama Boaventura

Brasil

Brasil

The Relational View: Future challenges for a non-confirmed expectation

Abstract

Purpose:

Design/methodology/approach:

Findings:

Originality/value: