The results suggest that a better model could be obtained by a respecification. The results also indicate that the measure of salesperson performance as in long-term relationships could be improved, as well as some scales with marginal reliability. A more general limitation is the direction of the causal paths when using a survey method to study interorganizational processess. As other researchers have observed (e.g., Anderson 1995) variables that are antecedents at one stage of the process, become outcomes at another stage. One example is satisfaction and cooperation. Satisfaction stimulates cooperation which in turn affects satisfaction. Specific to our study are the paths between salesperson performance and supplier reliablity and services. Our argument is that performance affects supplier reliability and services. However, it might be possible that the process goes like this:
The salesperson cooperate with other organizational functions. When they act as promised, by reliable deliveries or value adding activities, the salesperson get the credit and is perceived to be a good performer. The study of Crosby and Stephens (1987) support both causal possibilities.
One direction for future research could therefore be to develop a better measure for salesperson performance in long-term marketing relationships where both relational, financial and other aspects are taken into consideration. Another direction for future research is the further development of a contingency framework and exploration of different types of relationships. For example, researchers could explore how balanced versus
of various salesperson behaviors and skills on relationship continuity. Other typologies could be related to differences across industries (jackson 1985), bilateral or unilateral relationships (Heide 1994), and maturity of the relationship (Ring and Van de Ven 1994).
Researchers should also explore how marketing functions in general change as the nature of buyer-seller relationships changes, in terms of both the content of the functions and their effect on marketing objectives.
A third direction for future research is to explore the nature and effectiveness of salesperson behaviors in partner type of relationships characterized by high levels of interdependence and risk sharing. Bonoma (1976) suggested that a joint utility function distinguishes close bilateral relationships from looser forms. The mere existence, formation, and nature of such a joint utility function could be important dimensions to investigate further. Some leading companies such as IBM employ key-account managers to handle large accounts and strategic customers. We believe many companies today want more knowledge about the role of the salesperson in buyer-seller partnerships.
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