The delivery of products to the end consumer has been widely considered in the e-commerce sector as new challenges to reach customers and provide them with timely and efficient delivery have surfaced. Less focus has been given to information about delivery efficiency that impacts online shoppers’ relations with e-retailers. This study’s research model builds on the extended unified theory of acceptance and use of technology (UTAUT-2) by adding the critical e-commerce variables of delivery efficiency, cost-saving efficiency, and online purchase experience (shopping satisfaction and subsequent willingness to pay). The conceptual model was tested, and samples were collected using an online survey hosted on Google Forms using e-mail in Bangladesh. The findings show that consumers’ willingness to pay is enhanced by satisfaction with online shopping and delivery efficiency. The study also contributes insights into how cost-saving efficiency affects online customer satisfaction and the intention to repurchase. Also, by applying hierarchical regression analysis, this study contributes to understanding how e-retailers can provide a functional online experience for customers. Finally, our findings offer guidelines to e-retailers regarding increasing shopping satisfaction, the intention to repurchase, and the willingness to pay more.

Purpose: The purpose of this study is to develop a better understanding of how information technology (IT) resources influence a firm’s channel power development. Specifically, this study hypothesizes that two types of IT resources (i.e. IT infrastructure resources and IT human resources) are key antecedents to channel power and that information management capability is a key mediator between IT resources and channel power. Design/methodology/approach: The hypotheses are tested using survey data gathered from a sample of Chinese companies. The analyses are performed using partial least squares technique. Findings: The results suggest that both of the two IT resources play key roles in enhancing a firm’s channel power, but they do so in different ways. Specifically, while IT human resources can enhance a firm’s channel power by strengthening both information acquisition and dissemination capabilities, IT infrastructure resources can influence channel power only by enhancing a firm’s information acquisition capability. Research limitations/implications: The measurement of IT resources might potentially be influenced by subjective divergence. In addition, information management contains many sub-processes, and this study only examines two of them: information acquisition and information dissemination. Practical implications: The findings suggest that managers should develop/improve both IT infrastructure and human resources to enhance channel power by building stronger information management capability. More importantly, the findings reveal that IT human resource can provide more benefits as it strengthens both information acquisition and dissemination capabilities. Originality/value: This study extends the existing literature by investigating how a firm’s IT resources affect its channel power. The results of this study provide insightful guidance for managers and researchers in how to better manage IT resources to improve channel governance performance.

Scholars have conducted extensive research regarding contractual governance in marketing channels. Operationalizing contractual governance intensity as contract specificity, researchers focused on ...

Taking retailers and their suppliers as the unit of analysis, this study investigated the impact of interpersonal guanxi on exercise of power in a Chinese marketing channel. By analyzing the data of 225 cases collected from the supplier side, the study found that interpersonal guanxi is composed of instrumental part and emotional part, and the emotional part, that is, the closeness in emotion between reps of channel partners, is positively related to a member's exercise of noncoercive power and negatively related to its exercise of coercive power, while the instrumental part, that is, the interactions between reps of channel partners, is positively related to a member's exercise of both noncoercive power and coercive power.

Although sales control has been identified by previous literature as an effective tool to promote salesperson commitment, unclear categorization of the focal variables makes existing findings confounding. This paper aims to provide more nuanced understanding about the relation between sales control systems and salesperson commitment by categorizing sales control into outcome control, activity control, and capability control. Moreover, we explore the moderating role of behavioral uncertainty, which includes sales cycle uncertainty and behavioral content uncertainty. Using a sample of 208 salespersons in China, we find the following results: (1) sales cycle uncertainty weakens the positive impact of outcome control on salesperson commitment and the negative relationship between activity control and salesperson commitment; (2) behavioral content uncertainty strengthens the positive link between outcome control and salesperson commitment and the negative impact of activity control on salesperson commitment; and (3) both sales cycle uncertainty and behavioral content uncertainty strengthen the positive relationship between capability control and salesperson commitment. This research enriches knowledge about sales control systems and offers insights into the important contextual role of behavior uncertainty that has been largely ignored by prior research in the sales force control literature.