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Power base research in marketing channels: a narrative review

Research output: Contribution to journalJournal article

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Power base research in marketing channels : a narrative review. / Hopkinson, Gillian; Bois, Keith.

In: International Journal of Management Reviews, Vol. 16, No. 2, 04.2014, p. 131-149.

Research output: Contribution to journalJournal article

Harvard

Hopkinson, G & Bois, K 2014, 'Power base research in marketing channels: a narrative review', International Journal of Management Reviews, vol. 16, no. 2, pp. 131-149. https://doi.org/10.1111/ijmr.12013

APA

Hopkinson, G., & Bois, K. (2014). Power base research in marketing channels: a narrative review. International Journal of Management Reviews, 16(2), 131-149. https://doi.org/10.1111/ijmr.12013

Vancouver

Hopkinson G, Bois K. Power base research in marketing channels: a narrative review. International Journal of Management Reviews. 2014 Apr;16(2):131-149. https://doi.org/10.1111/ijmr.12013

Author

Hopkinson, Gillian ; Bois, Keith. / Power base research in marketing channels : a narrative review. In: International Journal of Management Reviews. 2014 ; Vol. 16, No. 2. pp. 131-149.

Bibtex

@article{b0e521bf59e545c983e928f80c4cce8d,
title = "Power base research in marketing channels: a narrative review",
abstract = "This paper reviews work based upon French and Raven’s power base theory in the marketing channel field. The orthodoxy developed through the 1970s that encompassed theoretic, conceptual and methodological elements is traced along with the origins of the measurement systems applied in empirical work to this day. Mirroring the movement towards the relationship marketing paradigm, the paper considers the substantive contribution made through power base theory to our understanding of power, conflict, trust and commitment in marketing channels. This contribution has been limited by inconsistency of treatment and by contradictory findings. In particular the relationship between power bases and power, their role in conflict processes and the status of reward remain unclear. Despite limitations, future extension of the theories use is indicated by its recent application both to different (non-western) geographies and cultures as well as within qualitative work. From this critical review two possibilities for enhancing understanding of power in channels are presented. Firstly, applications of power base theory should take account of the developments to that theory made within social psychology since its initial formulation in that field. Secondly, limitations to the conceptualisation of power applied through this theory to marketing channels must be recognised so that conceptualisations popular elsewhere in the social sciences may illuminate also this context.",
author = "Gillian Hopkinson and Keith Bois",
year = "2014",
month = "4",
doi = "10.1111/ijmr.12013",
language = "English",
volume = "16",
pages = "131--149",
journal = "International Journal of Management Reviews",
issn = "1460-8545",
publisher = "Wiley-Blackwell",
number = "2",

}

RIS

TY - JOUR

T1 - Power base research in marketing channels

T2 - a narrative review

AU - Hopkinson, Gillian

AU - Bois, Keith

PY - 2014/4

Y1 - 2014/4

N2 - This paper reviews work based upon French and Raven’s power base theory in the marketing channel field. The orthodoxy developed through the 1970s that encompassed theoretic, conceptual and methodological elements is traced along with the origins of the measurement systems applied in empirical work to this day. Mirroring the movement towards the relationship marketing paradigm, the paper considers the substantive contribution made through power base theory to our understanding of power, conflict, trust and commitment in marketing channels. This contribution has been limited by inconsistency of treatment and by contradictory findings. In particular the relationship between power bases and power, their role in conflict processes and the status of reward remain unclear. Despite limitations, future extension of the theories use is indicated by its recent application both to different (non-western) geographies and cultures as well as within qualitative work. From this critical review two possibilities for enhancing understanding of power in channels are presented. Firstly, applications of power base theory should take account of the developments to that theory made within social psychology since its initial formulation in that field. Secondly, limitations to the conceptualisation of power applied through this theory to marketing channels must be recognised so that conceptualisations popular elsewhere in the social sciences may illuminate also this context.

AB - This paper reviews work based upon French and Raven’s power base theory in the marketing channel field. The orthodoxy developed through the 1970s that encompassed theoretic, conceptual and methodological elements is traced along with the origins of the measurement systems applied in empirical work to this day. Mirroring the movement towards the relationship marketing paradigm, the paper considers the substantive contribution made through power base theory to our understanding of power, conflict, trust and commitment in marketing channels. This contribution has been limited by inconsistency of treatment and by contradictory findings. In particular the relationship between power bases and power, their role in conflict processes and the status of reward remain unclear. Despite limitations, future extension of the theories use is indicated by its recent application both to different (non-western) geographies and cultures as well as within qualitative work. From this critical review two possibilities for enhancing understanding of power in channels are presented. Firstly, applications of power base theory should take account of the developments to that theory made within social psychology since its initial formulation in that field. Secondly, limitations to the conceptualisation of power applied through this theory to marketing channels must be recognised so that conceptualisations popular elsewhere in the social sciences may illuminate also this context.

U2 - 10.1111/ijmr.12013

DO - 10.1111/ijmr.12013

M3 - Journal article

VL - 16

SP - 131

EP - 149

JO - International Journal of Management Reviews

JF - International Journal of Management Reviews

SN - 1460-8545

IS - 2

ER -