Abstract
A mail survey of Japanese distributors of U.S. products provided data for an examination of how perceptions of influence affect control and conflict in the relationship. Results indicated that aggressive influence evoked resistance and conflict, while more subtle influence strategies appeared to reduce conflict. Results suggested that influence, as practiced in western channels, may not be effective in relationship such as these.
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*Jean L. Johnson is Assistant Professor of Marketing at Washington State University. She received her Ph.D. from the University of Nebraska-Lincoln in 1988. Her other research interests include decisionmaking structures in interorganizational systems and joint venture relationships.
**Tomoaki Sakano is Associate Professor of Management at Waseda University, Tokyo, Japan. His current research focuses on buyer-seller relationships in Japanese manufacturing firms.
***Naoto Onzo is Assistant Professor of Marketing at Waseda University, Tokyo, Japan. His research focuses primarily on marketing strategies of Japanese consumer goods manufacturers.
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Johnson, J., Sakano, T. & Onzo, N. Behavioral Relations in Across-Culture Distribution Systems: Influence, Control and Conflict in U.S. Japanese Marketing Channels. J Int Bus Stud 21, 639–655 (1990). https://doi.org/10.1057/palgrave.jibs.8490345
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DOI: https://doi.org/10.1057/palgrave.jibs.8490345