Please use this identifier to cite or link to this item: https://hdl.handle.net/2440/50955
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dc.contributor.authorPlewa, C.-
dc.date.issued2009-
dc.identifier.citationAustralasian Marketing Journal, 2009; 17(1):46-57-
dc.identifier.issn1441-3582-
dc.identifier.issn1839-3349-
dc.identifier.urihttp://hdl.handle.net/2440/50955-
dc.descriptionCopyright © 2009 Australian and New Zealand Marketing Academy-
dc.description.abstract<jats:p> This exploratory study develops relationship marketing theory by analysing the effect of organizational culture difference on business-to-business relationships. The dyadic data demonstrate three influential dimensions of organizational culture difference in the context of university–industry relationships: Differences in both time orientation and corporate flexibility impact commitment negatively, whereas market orientation difference negatively affects intention to renew. This study also confirms a positive effect of trust, commitment and integration on university–industry relationship success based on a dyadic data set. While trust appears highly influential in relationships with an uncertain future, commitment appears to be of stronger consequence in certain relationships. </jats:p>-
dc.description.statementofresponsibilityCarolin Plewa-
dc.language.isoen-
dc.publisherAustralian & New Zealand Marketing Academy-
dc.source.urihttp://dx.doi.org/10.1016/j.ausmj.2009.01.001-
dc.subjectBusiness-to-business relationships-
dc.subjectOrganizational culture difference-
dc.subjectDyad-
dc.subjectStructural equation modelling-
dc.titleExploring organizational culture difference in relationship dyads-
dc.typeJournal article-
dc.identifier.doi10.1016/j.ausmj.2009.01.001-
pubs.publication-statusPublished-
dc.identifier.orcidPlewa, C. [0000-0002-4570-0065]-
Appears in Collections:Aurora harvest 5
Business School publications

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