Economic and non-economic satisfaction as interlocking constructs in B2B sales relationships

Carlos Ferro-Soto, Carmen Padin, Mornay Roberts-Lombard, Göran Svensson, Nils Høgevold

Research output: Contribution to journalArticlepeer-review

Abstract

Purpose: This study tests a research model that reflects the nomological relationship between satisfaction as a two-dimensional construct and continuity, coordination, and cooperation in business-to-business (B2B) sales relationships. Design/methodology/approach: The study sample comprised small- and medium-sized companies across industries in Spain. In total, 237 satisfactorily completed questionnaires were obtained for data analysis. Structural equation modelling was applied to secure the development of the study’s results. Findings/results: The results revealed that sales managers should reach agreements with their partners to put in place appropriate coordination mechanisms that contribute to improving efficiency and achieving expected long-term goals. Practical implications: The study guides B2B sales managers on how to establish good interpersonal relationships with partners, foster an atmosphere in which favourable impressions are generated between the parties, treat each other with respect and promote open sharing of information that avoids distrust and fear of the appearance of opportunistic behaviour. Originality/value: This study provides an extended foundation of the structural properties with intermediary constructs between economic satisfaction and non-economic satisfaction based on a seller’s perspective. This is significant, seeing that most extant studies have explored the constructs proposed from a buyer’s perspective.

Original languageEnglish
JournalSouth African Journal of Business Management
Volume55
Issue number1
DOIs
Publication statusPublished - 2024
Externally publishedYes

Keywords

  • B2B
  • continuity
  • cooperation
  • coordination
  • economic satisfaction
  • non-economic satisfaction
  • seller

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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