Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships
Grounded by the contingency theory, we postulate a match and mismatch conceptualization that can be used to highlight the dark and bright side of business-to-business (B2B) relationships in the environmental dynamism-performance framework. The research conceptualization is examined using the survey...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Language: | English |
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ELSEVIER SCIENCE INC
2021
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/86276 |
| _version_ | 1848764802787180544 |
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| author | Chung, H.F.L. Kingshott, Russel MacDonald, R.V.G. Putranta, M.P. |
| author_facet | Chung, H.F.L. Kingshott, Russel MacDonald, R.V.G. Putranta, M.P. |
| author_sort | Chung, H.F.L. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Grounded by the contingency theory, we postulate a match and mismatch conceptualization that can be used to highlight the dark and bright side of business-to-business (B2B) relationships in the environmental dynamism-performance framework. The research conceptualization is examined using the survey data from 180 B2B firms operating in New Zealand. In this study, the mismatch of dynamism, B2B relationships and strategic performance, and a match of dynamism, B2B relationships and financial performance are both confirmed. Our study expands existing dark side relationship research by revealing that B2B relationships negatively moderate the effect of dynamism on B2B firms’ strategic performance. Our study also offers new insights by confirming the positive integrative effect of B2B relationships and dynamism on financial performance. Our findings significantly broaden contingency theory, environment, B2B relationships and performance research. |
| first_indexed | 2025-11-14T11:25:09Z |
| format | Journal Article |
| id | curtin-20.500.11937-86276 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:25:09Z |
| publishDate | 2021 |
| publisher | ELSEVIER SCIENCE INC |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-862762021-11-19T08:23:58Z Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships Chung, H.F.L. Kingshott, Russel MacDonald, R.V.G. Putranta, M.P. Social Sciences Business Business & Economics Contingency theory Dynamism B2B relationships Strategic and financial performance Mismatch and match Dark and bright side effect MARKET ORIENTATION ENTREPRENEURIAL ORIENTATION MANAGERIAL TIES MODERATING ROLE FINANCIAL PERFORMANCE EXPORT PERFORMANCE ORGANIZATIONAL PERFORMANCE ENVIRONMENTAL DYNAMISM STRATEGIC ORIENTATION BUSINESS PERFORMANCE Grounded by the contingency theory, we postulate a match and mismatch conceptualization that can be used to highlight the dark and bright side of business-to-business (B2B) relationships in the environmental dynamism-performance framework. The research conceptualization is examined using the survey data from 180 B2B firms operating in New Zealand. In this study, the mismatch of dynamism, B2B relationships and strategic performance, and a match of dynamism, B2B relationships and financial performance are both confirmed. Our study expands existing dark side relationship research by revealing that B2B relationships negatively moderate the effect of dynamism on B2B firms’ strategic performance. Our study also offers new insights by confirming the positive integrative effect of B2B relationships and dynamism on financial performance. Our findings significantly broaden contingency theory, environment, B2B relationships and performance research. 2021 Journal Article http://hdl.handle.net/20.500.11937/86276 10.1016/j.jbusres.2021.02.047 English ELSEVIER SCIENCE INC restricted |
| spellingShingle | Social Sciences Business Business & Economics Contingency theory Dynamism B2B relationships Strategic and financial performance Mismatch and match Dark and bright side effect MARKET ORIENTATION ENTREPRENEURIAL ORIENTATION MANAGERIAL TIES MODERATING ROLE FINANCIAL PERFORMANCE EXPORT PERFORMANCE ORGANIZATIONAL PERFORMANCE ENVIRONMENTAL DYNAMISM STRATEGIC ORIENTATION BUSINESS PERFORMANCE Chung, H.F.L. Kingshott, Russel MacDonald, R.V.G. Putranta, M.P. Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships |
| title | Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships |
| title_full | Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships |
| title_fullStr | Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships |
| title_full_unstemmed | Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships |
| title_short | Dynamism and B2B firm performance: The dark and bright contingent role of B2B relationships |
| title_sort | dynamism and b2b firm performance: the dark and bright contingent role of b2b relationships |
| topic | Social Sciences Business Business & Economics Contingency theory Dynamism B2B relationships Strategic and financial performance Mismatch and match Dark and bright side effect MARKET ORIENTATION ENTREPRENEURIAL ORIENTATION MANAGERIAL TIES MODERATING ROLE FINANCIAL PERFORMANCE EXPORT PERFORMANCE ORGANIZATIONAL PERFORMANCE ENVIRONMENTAL DYNAMISM STRATEGIC ORIENTATION BUSINESS PERFORMANCE |
| url | http://hdl.handle.net/20.500.11937/86276 |