Exploring the Retailer＇s Relational Satisfaction in a Non-western Context： Evidence From the Tunisian Post 2011 ＇s RevolutionSetting

作     者：Rym BenHalima Rym Trabelsi 

作者机构：ESSEC Tunis Tunisia 

出 版 物：《Chinese Business Review》 (中国经济评论（英文版）)

年 卷 期：2017年第16卷第6期

页      面：278-291页

学科分类：12[管理学] 1201[管理学-管理科学与工程(可授管理学、工学学位)] 081203[工学-计算机应用技术] 08[工学] 0835[工学-软件工程] 0812[工学-计算机科学与技术（可授工学、理学学位）] 

主　　题：channel relationship relational satisfaction retailer's satisfaction economic satisfaction socialsatisfaction emerging economy Arab-Muslim context 

摘      要：The current research aims to find out whether the model of the retailer＇s relational satisfaction, developed in a western setting is relevant in a different economic and cultural field of investigation： the Tunisian post 2011 revolution＇s emerging context, and in a different industry： the retail industry. It explores the distinctive economic and cultural features that affect the retailer＇s relational satisfaction with its consumer goods manufacturers. The study employs a survey based on a face-to-face administered questionnaire. Two hundred and thirty four responses from a survey with Tunisian retailers as well as international retailers operating in Tunisia were obtained. All constructs are measured using five-point Likert type scales （1 = strongly disagree, 5 = strongly agree）. Analyses are conducted using exploratory factor analysis and reliability analysis. The results support the original model with however some differences derived from the Tunisian economic setting as a whole, the characteristics of the Tunisian consumer goods industry as well as the clan characteristic feature of the Tunisian collectivistic culture. Thus, the amount of discounts obtained, does no longer contribute to the retailer＇s economic satisfaction. Moreover, when it comes to social satisfaction, the respondents get uncomfortable, even to deal with a potential negative interaction with their suppliers. For retail companies involved in internationalization in the Maghreb Region, and especially in Tunisia, it seems that other competitive advantages than prices are to be developed, such as the development of private label or other services that create positive perceived value for the Tunisian customer. From a cultural standpoint, western managers have rather to go away from a formalized channel relationship management, while taking into account the importance of interpersonal influence. The study sheds light on the heterogeneity of the so-called Arab-Muslim world. This is highlighted in the