A Study of Channel Coordination and Channel Performance

碩士 === 東海大學 === 企業管理學系碩士班 === 95 === In the face of competitive environment, enterprises can’t survive on their own efforts. Accordingly, in order to maintain sustainable competitive advantage, enterprises must corporate with their supplier or distributor. Forming good relationship with channel memb...

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Bibliographic Details
Main Authors: Kenji, 姚建志
Other Authors: 張道釗
Format: Others
Language:zh-TW
Published: 2007
Online Access:http://ndltd.ncl.edu.tw/handle/01975719733595881463
Description
Summary:碩士 === 東海大學 === 企業管理學系碩士班 === 95 === In the face of competitive environment, enterprises can’t survive on their own efforts. Accordingly, in order to maintain sustainable competitive advantage, enterprises must corporate with their supplier or distributor. Forming good relationship with channel members can not only reduce transaction cost, but quickly response customer demand, then enterprises will get more return on customer and higher channel performance than competitors. It needs cooperation to maintain longterm relationship with channel partners, and align each partner’s goal, strategy, and activity. However, in any relationship it is hard to avoid opportunism. There must be some proper governance mechanism to mitigate the detrimental effects of opportunism. As a result of less discussion about cooperation in the channel relationship literature, there are still many issues for discussion. This study is aimed at channel cooperation, and discuss the effects of governance mechanism on channel cooperation, so as to affect channel performance. The major finding of this study are summarized as following: This study selected computer and peripheral goods distributors as the survey sample, and collected data through questionnaire. The questionnaire retrived 153 altogether, and effective was 141, effective response rate was 92.1%. The research reffered to Churchill(1979) to purify the received data, including item-total correlation and factor analysis, and 3 questuons were deleted. Afterward this study used SEM analysis and LISREL to test the hypothesis. 1. Bilateral idiosyncratic investments has a positive direct effect on channel cooperation. 2. Channel cooperation has a positive direct effect on evaluation of the counterpart’s performance 3. Channel cooperation has a positive direct effect on achievement of joint competitive advantage. 4. Channel cooperation has a positive direct effect on joint profit performance. 5. Channel cooperation has a positive direct effect on expectations of relationships continuity.