Development of dyadic relationships between competitors within multi-actor alliances

In: The journal of business & industrial marketing, Band 36, Heft 7, S. 1246-1260

Abstract

PurposeSeveral studies have focused on the development of relationships between buyers and sellers; however, we still have a limited understanding of the interaction processes of the relationships between competitors over time. This paper aims to explore the development of relationships between competitors adopting an interaction and network approach.Design/methodology/approachThis study examines nine relationships between competitors that are part of two multi-actor alliances in the pharmaceutical industry. The study builds on nine longitudinal case studies supported by 24 in-depth interviews.FindingsThe findings reveal that the development of the relationships between competitors within the alliances comprises exchange and coordination processes. The cases show that relationship development is a "never-ending process" within the alliance that includes five phases: co-existence, formation, development, dormancy and dissolution. A third party is identified as having a catalyst role in relationship development.Originality/valueSupported by a comprehensive literature review on relationship development models, this study highlights the value of applying an interaction and network approach for studying relationships between competitors.