Relationships in business markets: Exchange episodes, value creation, and their empirical assessment

James C. Anderson*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

269 Scopus citations


David Wilson (1995) has provided us with much grist for thought with his integrated framework for customer-supplier relationship development. In focusing on which constructs are "active" and therefore most meaningful at each stage, he has opened a new vista for research in this area. Our models and empirical research ought to reflect this, but to date they largely have not. I have suggested qualitative, longitudinal research as a preferred next step in gaining the knowledge that we will need to make field-survey, longitudinal research worthwhile. Wilson also is to be lauded for drawing greater attention to value creation as a central undertaking in customer-supplier relationships. Understanding and actualizing value creation (and value sharing) are critical aspects of the market-sensing and customer-linking capabilities in market-driven organizations (Day 1994), yet the mechanisms underlying them and the methodologies for accurately assessing them remain largely unknown. Here, particularly for tool development research, it would seem to be an opportune time for business marketing academics and practitioners to form their own collaborative relationships for mutual gain.

Original languageEnglish (US)
Pages (from-to)346-350
Number of pages5
JournalJournal of the Academy of Marketing Science
Issue number4
StatePublished - Sep 1995

ASJC Scopus subject areas

  • Business and International Management
  • Economics and Econometrics
  • Marketing


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