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differs from those of prior studies by Dwyer et al. (1987), Vázquez, Iglesias, and
Álvarez-gonzález (2005), and Palmatier et al. (2007). Marketing managers need to
manage the various effects of these relational factors to reduce relationship risks.
(3) The perception of destructive acts of distributors leads to a decrease in goal
achievement and relationship quality. As Welch and Wilkinson (2005) indicated,
perceived conflicts do not constitute improving signals of network cooperative
efficiency.
(4) As total dependence and relational norms of channel relationship increase, positive
strategies of manufacturers are more ideal than negative ones, but formal contracts
do not. We predict that a formal contract is composed of implicit cognition and
expectation and understanding of both parties; therefore, such a contract is not
suitable for manufacturers.
(5) The responses to the positive strategies of manufacturers have more favorable
effects than those to the negative strategies regarding both goal achievement and
relationship quality. In the long term, successful relationships depend on
cooperative-oriented rather than conflict-oriented approach (Koza and Dant, 2007).
(6) The perceived destructive acts of distributors and response strategies of
manufacturers exert partially mediating effects on the destructive process. This
finding enables the identification of both the mediators of perceived destructive acts
and relevant response strategies.
4. Research implications/limitations
Relationship marketing is powerful in theory but troubled in practice (Fournier et al.,
1998), particularly in the context of compound marketing channel relationships. Overall, the
results of this study provide a basis for guiding Taiwan’s future research efforts in destructive
behaviors of manufacturer-distributor relationships. In addition, the findings can help
managers in developing conflict management of interfirm relationship.
This study has certain limitations, which should be kept in mind when considering our
results and their implications. First of all, this study focused on manufacturing firms and did
not investigate the cognition and relative responses of distributors. Future studies can expand
our research by providing two-side view of manufacturer-distributer relationship. Secondly,
we conducted a cross-sectional research design; yet, longitudinal studies might provide
deeper insights into causal relationships for dynamic study. Samaha et al. (2011) is a good