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문제 정의
- Another structure-performance study in marketing literature is one by Droge and Germani (l989), which examined the structure of logistics and its performance. Her study focused on internal organizational configuration rather than on the structural dimensions of inter-organizational relationships. Thus, while its measurements of the structural dimension (a degree of centralization) and performance are better defined than those of Ruekert, Walker, and Roering (l985), and empirical support was provided, the scope of the study was limited.
- This study does so by investigating the effects of vertical integration options which affect manufactures’ control and coordination over their channel intermediary partners, which in turn will influence the marketing performance. In order to achieve this research goal, this study will treat channel structure as an independent variable affecting channel performance. The governance of the channel structure will be viewed from two dimensions, physical ownership arrangements and trading process arrangements, such as degree of communication and coordination.
- Effectiveness is defined as the extent to which channel system goals are reached. Since this study’s objective is to measure the performance perception of the channel intermediaries, it is measured by asking the channel intermediaries about their performance level in relationship with their primary supplier’s products. The measurements were adopted from the study of Kumar et al.
- An excellent conceptual article by Reukert, Walker, and Roering (l985), considered the first in marketing literature that focused on the structure-performance relationship, suggested that structure affects effectiveness, efficiency, and adaptiveness of an organization. The authors developed a contingency framework hypothesizing the environment-structure-performance relationships. They related organizational structure with its subsequent performance by combining organizational theory and transaction theory.
- The focus of this study is vertical integration-performance relationship. Prompted by transaction cost analysis, vertical integration has been the focus of many channel studies (Buchanan l992; D’Aveni and Ravenscraft l994; Day and Klein l987; Dweyer and Oh l988; Dwyer and Welsh l985; Gerrit et al.
- The purpose of this study is to suggest alternatives to vertical integration strategy in manufacturer-channel intermediary governance structures for better business performance. This study does so by investigating the effects of vertical integration options which affect manufactures’ control and coordination over their channel intermediary partners, which in turn will influence the marketing performance.
- The purpose of this study was to investigate the effect of different channel governance structure arrangements on channel performance from the perspective of channel intermediaries, representing multinational manufacturers. To achieve the intended purpose, two dimensions of vertical integration were suggested to analyze their effects on three dimensions of channel performance.
가설 설정
- Hypothesis 1b: High ownership is associated with low efficiency for channel intermediaries.
- Hypothesis 1c: High ownership is associated with high effectiveness for channel intermediaries.
- Hypothesis 2a: High coordination is associated with high adaptiveness for channel intermediaries.
- Hypothesis 2b: High coordination is associated with high efficiency for channel intermediaries.
- Hypothesis 3a: Ownership and coordination together have effect on channel intermediaries' effectiveness.
- Hypothesis 3b: Ownership and coordination together have effect on channel intermediaries’ efficiency.
- Hypothesis 3c: Ownership and coordination together have effect on channel intermediaries' adaptiveness.
- Hypothesis la: High ownership is associated with low adaptiveness for channel intermediaries.
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