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Finding a satisfactory answer to this question may be a matter of finding a proper context. For example, there seems to be less room for relational exchange in stable markets with well-known players and standardized value creating activities and processes than in more volatile markets (Möller 2006). Within the consumer market, high-contact customized service providers are able to generate more relational benefits for their consumers than standardized commodity manufacturers (Kinard and Capella 2006). Unfortunately, the more detailed the focus, the less transparent the theory (Scott and Davis 2015). The body of strategic management research is full of conceptualizations which seem to be important in a given context on the strategic, functional or even operational level (Hooley et al. 1998). This high context-sensitivity even affects the work of individual researchers. For example, in their comparative longitudinal analysis of the theoretical perspectives of inter-organizational relationship performance, R. Palmatier et al. found that trust, commitment and relationship-specific investment are the key drivers behind the relational outcomes directly and indirectly mediating financial performance (2007, p. 186). A year later, based on a different sample of companies and research method, R. Palmatier published a paper in which he only confirmed the roles of trust and commitment, without mentioning relationship-specific investment at all. Instead, he added the number and decision-making authority of inter-firm contacts and (in specific circumstances) the overall contact density as important relational factors (2008, p. 76). Unfortunately, in economics, there has traditionally been a problem of only reaching partial answers with limited reproducibility (Zawiślak 2010). Hence, it seems the promise of multidimensional profiling and typologies to better uncover the roots of competitive advantage has to be confronted with the fact that the identification of all such micro-foundations will always be incomplete (if not opaque) and implausible to communicate and implement (Barney 2001; Teece 2007).

Corporate Financial Management Glen Arnold Ebook 32l

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