Inter‐organisational relationships in professional services: towards a typology of service relationships
Abstract
Purpose
Research into inter‐organisational relationships has been one of the key drivers in the development of services marketing theory. Yet the understanding of the nature of such relationships, and the management of the relationship process, remains limited. Focusing on the development of buyer‐seller relationships in an archetypal professional business service, this paper aims to critically examine the nature and format of inter‐organisational service relationships.
Design/methodology/approach
Research reported in the paper is based on case study research across multiple dyads (n=7) in the occupational health sector supported by large‐scale survey data.
Findings
Argues that, rather than adhering to a single format in terms of characteristics or pattern of development, relationships are diverse and complex. A typology of “ideal type” relationship formats, ranging from quasi‐transactional to internalised, is proposed. Each of these ideal types is characterised by a unique set of causal and resultant conditions.
Research limitations/implications
The paper is based on data from a single, albeit archetypal, professional business service. Consequently future research should address the replicability of the results across other service sectors.
Practical implications
The identification of these discrete relationship formats and their key characteristics along a continuum provides an empirical basis on which service professionals can develop targeted strategies for the management of particular inter‐organisational relationships.
Originality/Value
Building on preceding research, the paper provides empirically based analysis of the nature and format of inter‐organisational relationships in professional service markets.
Keywords
Citation
Laing, A.W. and Lian, P.C.S. (2005), "Inter‐organisational relationships in professional services: towards a typology of service relationships", Journal of Services Marketing, Vol. 19 No. 2, pp. 114-128. https://doi.org/10.1108/08876040510591420
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited