00608nas a2200157   4500008004100000245011300041210006900154260000900223300001200232490000700244653001400251653001700265100001500282700002100297856013200318       2006                        eng d00aGauging the Effects of Dependences on Control in Industrial Distribution Channels: Response Surface Approach0 aGauging the Effects of Dependences on Control in Industrial Dist  c2006  a12 - 290 v2310aMarketing10aSupply Chain1 aKim, Steve1 aHsieh, Ping-Hung  u/biblio/gauging-effects-dependences-control-industrial-distribution-channels-response-surface-000361nas a2200109   4500008004100000245004000041210004000081260002800121653001400149100001500163856007300178       2004                        eng d00aDemand Generation in the IT Channel0 aDemand Generation in the IT Channel  aSan Francisco, CAc200410aMarketing1 aKim, Steve  u/biblio/demand-generation-it-channel02820nas a2200169   4500008004100000245013900041210006900180260000900249300001400258490000700272520217500279653001402454653001702468100001502485700002102500856012902521       2003                        eng d00aInterdependence and its Consequence in Distributor-Supplier Relationships: A Distributor Perspective Through Response Surface Approach0 aInterdependence and its Consequence in DistributorSupplier Relat  c2003  a101 - 1120 vXL3 aInterdependence and its consequences in marketing channels have received substantial research attention, but two issues remain unresolved. First, the validity of the extant methods to measure interdependence has not been verified, and those methods have not been contrasted. Second, the impact of interdependence on an outcome variable is difficult to analyze and its potential to provide managerial insight hampered. To address those gaps, the authors first review prior approaches. The review of prior approaches raises key methodological and theoretical issues in measuring interdependence and analyzing its impacts, including the additivity of distributor and supplier dependences for measurement of interdependence and the nonlinear functional forms of dependences for the impact of interdependence.The authors use the response surface approach (RSA) and derive three managerial insights that can be garnered from its use: interdependence for the highest (lowest) level of an outcome, directions for change in interdependence, and change in outcome when receding from the ideal combination. They apply RSA to the relationship between interdependence and three outcome variables—distributor commitment, bilateral communication, and supplier control—in industrial distributor”supplier relationships and contrast it with previous methods.
The empirical study results suggest that (a) distributors perceive differential effects of supplier dependence and distributor dependence on outcome variables and (b) highest magnitude and lowest asymmetry of interdependence do not lead to the highest distributor commitment or supplier control. From a distributor's standpoint, highest commitment and supplier control occur when distributor dependence is high and supplier dependence is modest. The following implications emerge: Distributor dependence and supplier dependence must be decoupled and treated separately. Distributor dependence can be encouraged and nurtured, while supplier dependence needs to be kept moderate. A supplier's too little or too great dependence on a distributor will deteriorate channel outcomes, at least from a distributor's point of view.
10aMarketing10aSupply Chain1 aKim, Steve1 aHsieh, Ping-Hung  u/biblio/interdependence-and-its-consequence-distributor-supplier-relationships-distributor-001077nas a2200169   4500008004100000245006400041210006300105260000900168300000900177490000700186520054700193653001400740100002100754700001500775700001900790856009800809       2003                        eng d00aLoyalty: The Influences of Satisfaction and Brand Community0 aLoyalty The Influences of Satisfaction and Brand Community  c2003  a1-110 v113 aThis paper empirically explores the relative impacts of satisfaction, brand community integration, and consumer experience on customer loyalty as expressed by future purchase intentions and behavior. Data drawn from qualitative research and a survey of 1000 patrons of a Native American casino who indicate a willingness to engage in formal marketing relationships indicate that satisfaction yields to brand community integration as a key driver of loyalty. We discuss important implications of the findings for marketing theory and practice.10aMarketing1 aMcAlexander, Jim1 aKim, Steve1 aRoberts, Scott  u/biblio/loyalty-influences-satisfaction-and-brand-community-000571nas a2200133   4500008004100000245010000041210006900141260002700210653001400237100001500251700002200266700002200288856012700310       2003                        eng d00aThe Range of Self-Enforcing Agreement Use in Direct Business-to-Business Exchange Relationships0 aRange of SelfEnforcing Agreement Use in Direct BusinesstoBusines  aOrlando, Floridac200310aMarketing1 aKim, Steve1 aStump, Rodney, L.1 aJoshi, Ashwin, W.  u/biblio/range-self-enforcing-agreement-use-direct-business-business-exchange-relationships00626nas a2200133   4500008004100000245015800041210006900199260002600268653001400294100001500308700002200323700001600345856013100361       2002                        eng d00aRelative Influence in Marketing Channels:  An Empirical Test of the Influence of Distributor Specialized Investments in an Eastern Versus Western Culture0 aRelative Influence in Marketing Channels An Empirical Test of th  aValencia, Spainc200210aMarketing1 aKim, Steve1 aStump, Rodney, L.1 aOh, Changho  u/biblio/relative-influence-marketing-channels-empirical-test-influence-distributor-specialized00524nas a2200133   4500008004100000245008500041210006900126260000900195653001400204100001500218700001800233700002000251856011900271       2002                        eng d00aSearch and Collaboration: A Two-sided Buying Behavior in High Technology Markets0 aSearch and Collaboration A Twosided Buying Behavior in High Tech  c200210aMarketing1 aKim, Steve1 aKim, Hyunchul1 aYamada, Tetsuya  u/biblio/search-and-collaboration-two-sided-buying-behavior-high-technology-markets00536nas a2200109   4500008004100000245014300041210006900184260000900253653001400262100001500276856013500291       2001                        eng d00aInterpersonal Dependence and Efficiency of Interfirm Exchange: A Cross-National Study of Industrial Distributor ” Supplier Relationships0 aInterpersonal Dependence and Efficiency of Interfirm Exchange A   c200110aMarketing1 aKim, Steve  u/biblio/interpersonal-dependence-and-efficiency-interfirm-exchange-cross-national-study-industrial00549nas a2200133   4500008004100000245009100041210006900132260002500201653001400226100001500240700002200255700001800277856012000295       2001                        eng d00aA Model of Self-Enforcing Agreement Use in Business-to-Business Exchange Relationships0 aModel of SelfEnforcing Agreement Use in BusinesstoBusiness Excha  aBergen, Norwayc200110aMarketing1 aKim, Steve1 aStump, Rodney, L.1 aJoshi, Ashwin  u/biblio/model-self-enforcing-agreement-use-business-business-exchange-relationships00558nas a2200109   4500008004100000245015400041210006900195260002600264653001400290100001500304856012900319       2000                        eng d00aA Cross-national Comparative Study on Interdependence Structure and Distributor Attitudes: Industrial Product Channels in the United States and Japan0 aCrossnational Comparative Study on Interdependence Structure and  aSan Antonio, TXc200010aMarketing1 aKim, Steve  u/biblio/cross-national-comparative-study-interdependence-structure-and-distributor-attitudes