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PurposeThis article seeks to analyze the concept of the long‐term orientation of relationships in the supply chain (SC). This research aims to study interactions between satisfaction and commitment with the relational perspective of firm‐supplier relationships.Design/methodology/approachThe establishment of a "post‐satisfaction" framework is necessary. A model based on structural equations is used to test the set of hypotheses.FindingsThe findings show that cooperation, communication, satisfaction, proved trust and commitment explain the long‐term orientation of the relationships in the SC.Research limitations/implicationsThis research only considers the buyer's perspective. The article considers some implications relating to different profiles of trust.Practical implicationsThe article includes several implications about how to communicate with customers and suppliers, how to cooperate with customers and suppliers, why buyers trust suppliers, how buyers perceive satisfaction, and how buyers commit to suppliers.Originality/valueThis research, based on its "post‐satisfaction" approach, aims to complete the framework proposed by Cambra and Polo. Ideas related to the evolution of trust ("previous" vs "proved" trust) are discussed.

PurposeThe study of the relationships established between firms and their suppliers is of great interest at the present time, not only among academics but also among practitioners in business. But, although many works analyze this temporal orientation, fewer analyze the effect of company size on it. This paper sets out to discuss this issue.Design/methodology/approachAn important proportion of firms is made up of small and medium‐sized enterprises (SMEs), and their economic importance is vital. Therefore, this current work, taking the Spanish agro‐food industry as a reference, analyzes the possible influence of the size of the customer firm on the temporal orientation of its supply relationships, specifically differentiating between SMEs and micro‐SMEs. The moderating effect analysis, included in the EQS software, has been used.FindingsThe company size influences the temporal orientation of firm‐supplier relationships. Important conclusions related to trust, commitment and satisfaction emerge. Discussions related to main results and to the main implications of the study are also included.Research limitations/implicationsThe specificity of the sector considered in the empirical analysis may limit the scope for generalization of the conclusions.Originality/valueNo previous research analysing the effect of size on the temporary orientation of firm‐supplier relationships has been identified.

PurposeResearch on franchise system survival has focused on analyzing organizational failure. However, there are two types of market exit: organizational failure and franchise discontinuance, but little research has distinguished between the two. The purpose of this study is to examine whether different factors explain these types of exit. Apart from the common factors included in previous research (age, size, upfront fee, royalty rate and ownership structure), this paper aims to add system growth and its interaction with age and size.Design/methodology/approachThe paper uses data about franchise systems in Spain from 1986 to 2004 from the catering and fashion sectors and applies the Cox survival model to test the hypotheses.FindingsThe paper finds that system growth rates and system size only influence franchise discontinuance. Both the youngest and the oldest firms show the lowest risk of discontinuing franchising. The results are similar to those found in previous research that uses the two types of market exit as synonymous.Research limitations/implicationsThe article findings suggest that it is important to define franchise survival.Practical implicationsThis research identifies what franchisors can do to continue in the market. An important result is that young and small franchisors should grow at a moderate rate. They should learn first how to manage a few units before becoming a large network.Originality/valueThis research examines the differences between two types of market exit (organizational failure and franchise discontinuance) and their drivers from the franchisor's perspective. This research contributes to the franchising literature by analyzing the effect of growth on survival. Additionally, the moderating effect of size and age on growth on the two types of market exits is included.