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  • 1.
    Hadjikhani, A.
    et al.
    Uppsala University.
    Lindh, Cecilia
    Mälardalen University, School of Sustainable Development of Society and Technology.
    Thilenius, Peter
    Uppsala University.
    The impact of discontinuity on firms' business relationship behaviour2012In: European Business Review, ISSN 0955-534X, E-ISSN 1758-7107, Vol. 24, no 2, p. 134-150Article in journal (Refereed)
    Abstract [en]

    Purpose: With a comparative aim, the purpose of this paper is to challenge the general assumption behind relationship longevity. The question under attention is whether firms' relationship of a discontinuous nature is different from continuous relationships and if so what this diversity entails. In the essay, a conceptual view is developed and tested statistically. The ambition is to add new knowledge to the field of business relationships. Design/methodology/approach: The essay's theoretical foundation rests on relationship theory and employs the four relationship behaviour elements of trust, commitment, cooperation and adaptation. Differences/similarities in the effects among these elements are tested for two types of relationships, i.e. those of continuous and discontinuous exchange, using data from 353 Swedish firms. Findings: The results show that a firm's behaviour in continuous relationships rests on incremental change, in the sense that the relationship elements of trust, commitment, cooperation and adaptation display sequential and progressive effects. This supports the common notion of a gradual strengthening of the business relationship resulting in longevity. Contrary to this, a firm's behaviour in discontinuous relationships is guided by the level of trust, which thus forms the base for the remaining elements. The absence of incremental change in the relationship behaviour and the pivotal role of trust mean that these relationships are weaker and are faced with interruptions and interference from competitors. Thereby business firms are confronted with different marketing challenges. The differences in the relationship behaviour of the two types signify that the view of relationships indeed needs advancement. Originality/value: Falling from a continuous to a discontinuous business relationship is becoming more common due to reasons such as market crises, business or firm crisis or because of the nature of the businesses as such. While earlier research studied the relationships' continuity and discontinuity separately, this paper enriches the earlier efforts and compares the two types. Understanding the differences between the two types of relationship can enrich the knowledge, not only for researchers but also for business managers.

  • 2.
    Hånell, Sara Melen
    et al.
    Stockholm Sch Econ, Dept Mkt & Strategy, POB 6501, S-11383 Stockholm, Sweden..
    Rovira Nordman, Emilia
    Stockholm Sch Econ, Dept Mkt & Strategy, POB 6501, S-11383 Stockholm, Sweden..
    Sharma, Dharam Deo
    Stockholm Sch Econ, Dept Mkt & Strategy, POB 6501, S-11383 Stockholm, Sweden..
    The Continued Internationalization of the International New Venture2014In: European Business Review, ISSN 0955-534X, E-ISSN 1758-7107, Vol. 26, no 2, p. 471-490Article in journal (Refereed)
    Abstract [en]

    Purpose – This paper aims to explore longitudinally a life sciences international new venture’s (INV’s) development of foreign market knowledge (FMK) and how this knowledge development relates to the firm’s entrepreneurial orientation (EO).

    Design/methodology/approach – The article adopts a longitudinal case study approach to investigate an INV in the life sciences industry.

    Findings – The findings show that the EO of an INV changes during its internationalisation. A strong EO, often considered to be synonymous with the early expansion of an INV, is not always able to guide the INV in its later developmental stages. In its continued internationalisation, an INV instead needs firm-specific FMK accumulated from a process of learning by doing. The knowledge development of an INV is a time-consuming process that cannot be rushed by grafting new and experienced employees.

    Research limitations/implications – Future research focusing on larger and broader samples of INVs is recommended to validate this study’s results.

    Practical implications – Life sciences managers need to develop their own firm-specific FMK by interacting with their foreign business partners.

    Originality/value – This study contributes further insights into the FMK development processes and EO of INVs in the life sciences industry during their internationalisation. Further understanding is also provided about how the industry-specific features of an INV in the life sciences industry influence internationalisation over time. The study’s theoretical implications are that international entrepreneurship frameworks and internationalisation process theory need to be integrated to understand the longitudinal development of INVs.

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