School of Business and Management

BUSM096 Relationship and Network Marketing


2 (2017/18)


Module organiser

Professor Stephan Henneberg

Module overview

This module provides students with an overview of important aspects of business-to-business marketing. For this purpose, students will explore crucial underlying concepts of relationships and networks as well as develop a sense of business marketing practices. Thus, the module covers both relationship marketing and network marketing theory and practice and thereby fosters an understanding of how organisations are embedded in a net of business exchanges, which create interdependencies between business actors. Using collaborative and cooperative relational management provides firms within such nets with the possibility to mobilise important external resources via business partners in the supply and customer network. The module will use case studies and practical example throughout.

Module aims

The module aims at providing students with a rich perspective about the main relational and network theories of business marketing. Furthermore, it will showcase managerial practice in these areas and develop a critical understanding of how such theories and practice affect the overall network and society in general. Besides providing students with the conceptual grounding and analytical skills, the module will also provide opportunities to develop and deepen generic management skills such as presentations, group work, and critical reflection. This is done via the juxtaposition of theory with case study examples and practical assignments which will encourage students to develop and practice their ability to create and effectively deploy as well as critique relationship and network techniques as part of business-to-business marketing.


40% Coursework (group assignment) and 60% Examination

Indicative reading list

Anand, B.N., Khanna, T., 2000. Do firms learn to create value? The case of alliances. Strategic Management Journal, 21, 295-315.

Anderson, E., Jap, S.D., 2005. The dark side of close relationships. MIT Sloan Management Review, 46 (3), 74-82.

Blois, K., 2003. B2B ‘Relationships’: A social construction of reality? A study of Marks and Spencer and one of its major suppliers. Marketing Theory, 3(1), 79-95.

Carr, A.S., Pearson, J.N., 1999. Strategically managed buyer-supplier relationships and performance outcomes. Journal of Operations Management, 17, 497-519.

Das, T.K., Teng, B.-S., 2000. A resource-based theory of strategic alliances. Journal of Management, 26 (1), 31-61.

Dyer, J.H., Singh, H., 1998. The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23 (4), 660-679.

Dwyer, F.R., Schurr, P.H., Oh, S., 1987. Developing buyer-seller relationships. Journal of Marketing, 51 (2), 11-27.

Eisenhardt,K.M., Schoonhoven, C.B., 1996. Resource-based view of strategic alliance formation: strategic and social effects in entrepreneurial firms. Organization Science, 7 (2), 136-150.

Gadde, L.-E., Huemer, L., Håkansson, H., 2003. Strategizing in industrial networks. Industrial Marketing Management, 32, 357-364.

Gadde, L.-E., Snehota, I., 2000. Making the most of supplier relationships. Industrial Marketing Management, 29, 305-316.

Gulati, R., Nohria, N., Zaheer, A., 2000. Strategic networks. Strategic Management Journal, 21, 203-215.

Jap, S.D., Ganesan, S., 2000. Control mechanisms and the relationship life cycle: Implications for safeguarding specific investments and developing commitment. Journal of Marketing Research, 37 (2), 227-245.

Heide, J.B., John, G., 1990. Alliances in industrial purchasing: the determinants of joint action in buyer-supplier relationships. Journal of Marketing Research, 27 (February), 24-36.

Hill, C.W.L., 1990. Cooperation, opportunism, and the invisible hand: implications for transaction cost theory. Academy of Management Review, 15 (3), 500-513.

Hoffmann, W.H., 2007. Strategies for managing a portfolio of alliances. Strategic Management Journal, 8 (8), 827-856.

Lorenzoni, G., Lipparini, A., 1999. The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study. Strategic Management Journal, 20, 317-338.

Mitrega, M., Forkmann, S., Ramos, C., Henneberg, S.C., 2012. Networking capability in business relationships – concept and scale development. Industrial Marketing Management, 41, 739-751.

Olsen, R.F., Ellram, L.M., 1997. A portfolio approach to supplier relationships. Industrial Marketing Management, 26, 101-113.

Palmatier, R.W., Dant, R.P., Grewal, D., 2007. A comparative longitudinal analysis of theoretical perspectives of interorganizational relationship performance. Journal of Marketing, 71, 172-194.

Pfeffer. J., Salancik, G.R., 1978. The External Control of Organizations: A Resource Dependence Perspective, New York:  Harper & Row.

Reinartz, W., Krafft, M., Hoyer, W.D., 2004. The customer relationship management process: its measurement and impact on performance. Journal of Marketing Research, 41, 293-305.

Ritter, T., 1999. The networking company. Industrial Marketing Management, 28, 467-479.

Ritter, T., Gemünden, H.G. (2003). Network competence: its impact in innovation success and its antecedents. Journal of Business Research, 56, 745-755.

Ritter, T., Gemünden, H.G., 2004. The impact of a company’s business strategy on its technological competence, network competence and innovation success. Journal of Business Research, 57, 548-556.

Samaha, S.A., Palmatier, R.W., Dant, R.D., 2011. Poisoning relationships: perceived unfairness in channels of distribution. Journal of Marketing, 75 (May), 99-117.

Villena, V.H., Revilla, E., Choi, T.Y., 2011. The dark side of buyer-supplier relationships: a social capital perspective. Journal of Operations Management, 29, 561-576.

Walter, A., Auer, M., Ritter, T., 2006. The impact of network capabilities and entrepreneurial orientation on university spin-off performance. Journal of Business Venturing, 21, 541-567.