Determinants and Consequences of Cooperation in International Strategic Distribution Channel Alliances

Abstract

Relationship marketing literature suggests that concepts such as trust, integration, and relationship openness tend to increase cooperation and commitment among channels of distribution partners. However, can relationship marketing theory be extended to international strategic alliances in the manufacturer–distribution channel context? More specifically, can cooperation and commitment among international distribution channel partners be fostered using similar management practices on a cross-national basis? Given the scant research on strategic alliances in international distribution channels, this investigation seeks to validate empirically the effects of strategic integration, trust, and relationship openness among international channel partners as determinants of cooperation and commitment, which in turn affect overall channel performance. Research propositions postulating the linkages among the focal constructs within a conceptual model of cooperation and commitment in international distribution alliances are developed to provide insights and guidelines for manufacturers in selecting and working with international distributors as strategic alliance partners. Keywords: International Strategic Alliances, Cooperation, Strategic Integration, Trust, Relationship Commitment, Relationship Closeness, Performance, Relationship Satisfaction To cite this document: Rajiv Mehta, Takao Ito, Jolanta Mazur, and Rolph E. Anderson, "Determinants and Consequences of Cooperation in International Strategic Distribution Channel Alliances", Contemporary Management Research, Vol.9, No.4, pp.363-368, 2013. Permanent link to this document: http://dx.doi.org/10.7903/cmr.11072