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Purpose This paper aims to investigate how relative contractual and relational governances impact seller’s value appropriation via buyer’s trust, perceived justice and opportunism in the context of industrial buyer–seller relationships. Design/methodology/approach Survey data from 232 matched buyer-seller dyads of Chinese business-to-business (B2B) firms was used to test the conceptual model and research hypotheses. The confirmatory factor model and structural equation model were tested by using Lisrel 8.80. Findings The findings show that relative contractual governance and relative relational governance have opposite consequences on B2B relationship and value outcomes. Relative contractual governance generates higher level of buyer’s opportunist behavior because it reduces buyer’s trust and perceived justice, therefore harms seller’s value appropriation. By contrast, relative relational governance enhances buyer’s trust and perceived justice, therefore curbs buyer’s opportunism and improves seller’s value appropriation. Originality/value This study makes significant contributions to theory development of value appropriation and inter-firm governance mechanism by extending dyadic view to network view. It proposes the concept of relative governance and explores its role in shaping a business partner’s perception and behavior. It also provides insightful implications for B2B companies on capturing more benefits from the relationship with buyers by leveraging relative governance strategies.

PurposeThis study aims to investigate how business-to-business (B2B) companies use message strategies on social media platform and how these strategies are effective in improving customer perceived value and encouraging customer engagement, as well as how B2B companies differ from business-to-customer (B2C) counterparts in terms of utilization and effectiveness of social media message strategy.Design/methodology/approachBased on content analysis of Sina Weibo brand pages and survey of website visitors, this paper examines the differences of social media message strategies and their impacts upon customer perceived value and customer engagement between B2B and B2C companies.FindingsB2B companies use more rational appeals and less emotional appeals, have lower degree of informativeness and perform better in interactivity and variety than B2C companies. These five dimensions of message strategy have different roles in engaging customers via perceived value across B2B and B2C settings.Originality/valueThe research makes significant contributions to B2B social media marketing literature by answering two interrelated questions, namely, “What companies are doing?” and “What companies should do?” on social media websites. Besides, it provides insightful implications for B2B companies on how to implement appropriate message strategies in their social media marketing efforts by conducting Importance-Performance Analysis.

PurposeThe purpose of this paper is to investigate how a B2B firm can improve its value appropriation from industrial buyer–seller relationships by leveraging its network capability, as well as the curvilinear moderating role of the firm’s network embeddedness.Design/methodology/approachThis paper empirically examines seven research hypotheses about the relationship between network capability and value appropriation and the curvilinear moderating effect of network embeddedness based on a questionnaire survey among 232 Chinese B2B firms.FindingsIt is found that network capability helps sellers appropriate value from industrial buyer–seller relationships via information acquisition, network resources and power. The mediating effect of network resources is the highest, followed by power and information acquisition. In addition, a seller’s embeddedness in a business network positively moderates the network capability and value appropriation link in an inverted U-shaped way.Originality/valueThe study makes significant contributions to the literature on value appropriation and also provides insightful implications for B2B firms to capture value from industrial buyer–seller relationships by leveraging network capability and network embeddedness.

Sales managers often engage relational gatekeepers who connect personally with key managers or decision-makers in the client organization to broker the structural holes (‘absence of direct connections’) in sales relations in closely-knit networked markets. Based on interviews with fourteen local sales managers working for foreign companies and seven local gatekeepers in China, we aim to understand how different types of guanxi (‘particularistic personal ties’) bases and related social ties interact with one another, and together bridge structural holes in the sales management. We develop propositions to capture the essence of approaches, bases, rules, and rewards in sales gatekeeping (which refer to a process that involves the facilitation provided by relational gatekeepers in social and business interactions between a sales manager and a client manager in sales). We further develop a framework for understanding the differences in terms of guanxi bases and gatekeeper ties between homogeneous and heterogeneous structural holes in sales gatekeeping. This new framework has important theoretical and practical implications, as it allows researchers and practitioners to evaluate the guanxi-base characteristics of structural holes in business networking in China, and to determine the appropriate gatekeeper tie for the different purposes of gatekeeping (symbolic vs. reciprocal) in sales management.

PurposeValue appropriation and value creation are two sides of the same coin. How B2B seller’s value appropriation impacts customer relationship performance still remains an under-researched topic. This paper aims to probe into this question in the context of Chinese B2B markets.Design/methodology/approachThis study identifies two kinds of value appropriation, namely, competitive and non-competitive and then examines their impacts upon customer relationship performance, as well as the moderating roles of distributive fairness and procedural fairness, based on questionnaire survey among 273 Chinese B2B firms.FindingsThe authors find that seller’s competitive value appropriation has negative impact upon customer relationship performance, and this link is positively moderated by customer-perceived distributive fairness. Besides, non-competitive value appropriation by the seller has significant and positive impact upon customer relationship performance, and this link is positively moderated by customer-perceived procedural fairness.Originality/valueThe paper contributes greatly to literature of value management and industrial buyer–seller relationship. Managerial implications are provided for B2B companies operating in Chinese market to tackle with the tradeoff between appropriating sufficient value and retaining harmonious relationship with customers.

Few studies have examined potential impacts of firm's capabilities upon industrial brand equity, and it remains unclear how value co-creation exerts an effect in the capabilities–branding link. This paper reports the findings of an empirical study conducted among 212 Chinese firms regarding the roles of firm's capabilities in value co-creation, customer value and brand equity development in B2B environment. The result indicates that marketing capability and networking capability build up brand equity both directly and indirectly via value co-creation and customer value, while innovation capability positively impacts brand equity indirectly by facilitating value co-creation and improving customer value. The study contributes to literature of industrial branding and value co-creation by probing into capabilities as their determinants. The findings provide managerial implications for building B2B brand equity by leveraging firm's capabilities and co-creating value with customers.