| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 91 === The destructive acts by one party can erode the long-term gains and relationships potentially in channels. The dominance and power of the distribution channels have been growing up rapidly and increasing the conflicts between manufacturers and distributors obviously. A large number of cases enhance the influence of destructive acts to the conflicts in channel partners.
The study aims at the effects between antecedent and response of destructive acts and the performance of channels. The purpose is to check the relationship between manufacturers and distributors in practice, based on transaction cost and relational exchange theory. Further, with review of the related documents to classify the viewpoints of channel management and exploration of the nature of destructive acts, the effects of channel cooperation performance of antecedent and response of destructive acts are researched. Finally, we employ case study and quantitative survey research to test the research conceptual framework. Survey research obtains a lot of quantitative data from manufacturers and use LISREL to test the conceptual framework and hypotheses.
The results reveal: (1) The more complex channel network, the more strong destructive acts of distributors. (2) The closer channel relationship between manufacturers and distributors, the weaker destructive acts of distributors and the more positive response strategies manufacturers prefer to use. (3) The weaker destructive acts of distributors, the more manufacturers prefer to use positive response strategies. (4) When manufacturers use positive（negative）response strategies to distributors, the performance of channel relationship will improve（reduce）.
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