Client-perceived performance and value in professional B2B services: An international perspective
Drawing from the resource-based view and a contingency approach, the authors develop and test a model of the antecedents of client-perceived value in the context of international, professional business-to-business services (consultants, engineers, project management, IT consultants, etc.) in a developing economies setting. Further, we examine the effects of key moderators (e.g., country-of-origin (COO), firm's international experience, client's buying experience) on client-perceived performance and value. The results generally support the hypotheses that client-perceived performance is impacted by a firm's internal resources (e.g., technical skills, customer orientation, innovation). In addition, this relationship is contingent upon the COO effect, while client-perceived value is moderated by the client's buying experience. The findings can guide practitioners as to the key drivers of client-perceived value, and under what conditions this value is maximized. Journal of International Business Studies (2009) 40, 274–300; doi:10.1057/palgrave.jibs.8400406
Year of publication: |
2009
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Authors: | La, Vinh ; Patterson, Paul ; Styles, Chris |
Published in: |
Journal of International Business Studies. - Palgrave Macmillan, ISSN 0047-2506. - Vol. 40.2009, 2, p. 274-300
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Publisher: |
Palgrave Macmillan |
Saved in:
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