Title

Encouraging extra-role behaviour in a channel context : the role of economic-, social-, and justice- based sharedness mechanisms

Document Type

Journal article

Source Publication

Industrial Marketing Management

Publication Date

2-1-2010

Volume

39

Issue

2

First Page

195

Last Page

201

Keywords

Channel relationship performance, extra-role behavior, contract, trust, procedural justice

Abstract

In export businesses where overseas agents enjoy much better knowledge of customers, competitors and institutional environments, a major challenge facing export channel management is encouraging extra-role behavior in forms of agents' spontaneous, cooperative, and innovative actions when formulating and executing strategic decisions for export markets. This study addressed this major challenge by developing an integrated model of agents' extra-role behavior which proposed that the exercise of economic, social, and justice related sharedness mechanisms when making and executing strategic decisions of channel partnerships can be expected to have a positive effect on channel relationship performance. The model was tested by a sample of 353 exporting manufacturers. The empirical evidence showed that channel relationship performance was strongly and positively affected by exporters' perception over agents' extra-role behavior over strategy formulation and execution. Exporting firms are advised to enhance likelihood of agents' extra-role behavior over strategy formulation and execution by expanding inter-organizational sharedness mechanisms in the forms of agents' contract inclusiveness, agents' relationship trust, and agents' decision-making procedural justice.

DOI

10.1016/j.indmarman.2008.12.011

Print ISSN

00198501

E-ISSN

18732062

Publisher Statement

Copyright © 2008 Elsevier Inc

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Full-text Version

Publisher’s Version

Recommended Citation

Li, L. Y. E. (2010). Encouraging extra-role behaviour in a channel context: The role of economic-, social-, and justice- based sharedness mechanisms. Industrial Marketing Management, 39(2), 195-201. doi: 10.1016/j.indmarman.2008.12.011