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AbstractThe purpose of this study is to examine the current factors that influence the attitudes and intentions of experienced dual‐role consumers toward collaborative consumption (CC), an area that has received less attention in previous research. Based on a multi‐theoretical perspective, we propose a conceptual model that incorporates rational choice theory to explain consumers' beliefs. This model also integrates a sociocultural perspective and establishes a link between consumers' beliefs, their attitudes toward CC, and their intentions to participate in CC, by employing the Beliefs‐Attitudes‐Intentions framework. A study conducted on a sample of 501 individuals involved in CC as both providers and consumers found a significant and positive relationship between CC attitudes and intentions. In addition, the study found that age negatively influences this relationship, suggesting that the strength of the relationship varies depending on the age of the participants. The effect of risk of property damage, self‐utility, and eco‐utility on CC attitudes and intentions is significant. The relationship between trust and CC intention is fully mediated by CC attitude. However, consumer resistance to CC only has a positive direct effect on CC intention, but not on CC attitude. No evidence was found that perceived helpfulness of CC has an influence on attitudes toward CC and the desire to participate in CC. The results of this study suggest that for experienced individuals who both consume and provide in the CC context, the decision to continue to participate in CC can be considered a rational choice.

"Focusing on the issue of power as the main building block of relationships between business buyers and sellers, this book explains the complex nature of power with its multidimensional and multi-directional character. As a complex construct, inter-firm power is treated as a matter of perception as well as in terms of total and relative power. The book analyses extensively the issue of power asymmetry with its dynamics and its consequences for business-to-business (B2B) relationships, particularly analyzing the dynamic mechanism of power. Various theoretical domains or research streams regarding managing an asymmetrical business relationship by the weaker partner are also examined. Based on the studies of other scholars as well as on the authors' own research, this book shows how weaker suppliers or buyers deal with high-power partners in business relationships and the approaches of more powerful parties to asymmetrical relationship development. Additionally, the book presents the specific nature of power in international B2B relationships, including its connection to culture and conflict, as well as how to handle power in managing export performance within international B2B relationships. It is written for scholars and students who are interested in academic research concerning B2B marketing and B2B relationship marketing domains, specifically those who are interested in literature dealing with supply chain management, key account management, relationship portfolio management, distribution channel management and the network approach"--

PurposeThe purpose of this paper is to explore the link between selected market orientation dimensions, HRM, and innovation, and their impact on organizational performance before and during the current economic crisis in Slovenia.Design/methodology/approachThe data for the analysis are drawn from a longitudinal cross‐sectional study of the 101 best Slovenian employers between 2008 and 2009. Altogether, over 15,000 respondents and more than 170 companies took part in the study, making it the largest of its kind in Slovenia and southeast Europe. The research method applied in the paper is exploratory and consists of simple paired comparisons of univariate and bivariate statistics, as well as factor analysis, regression analysis, and correlation analysis.FindingsThe results show that customer expectations regarding trust and long‐term performance have a positive impact on HRM practices within a firm, that HRM positively impacts organizational performance, and that innovation unexpectedly impacts it negatively (at least in the short‐term). No significant relationships between customer expectations of services, quality, and price, and their impact on HRM and innovation, respectively, were found. However, the research partially confirms that the crisis is affecting organizational performance because companies are deploying more HRM practices and, unexpectedly, fewer innovation activities.Originality/valueThis paper explores market orientation, HRM, innovation, and performance‐related dimensions in a B2B relationship marketing context based on the results of an extensive longitudinal cross‐sectional company‐employee study conducted in Slovenia before and during the current economic downturn. The findings offer a unique glimpse into the impact of the current economic crisis on the observed links and relational dimensions, and also have important managerial implications.