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| The Impact of Relational Governance on B2B Brand Performance |
| WANG Ya，LI Guihua，LU Hongliang，HUANG Lei |
| 1.Nankai University, Tianjin, China; 2.Nankai University Binhai College,Tianjin, China；3.Northeast Forestry University, Harbin, China;4.Chongqing University of Technology, Chongqing, China |
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Abstract Taking the cooperative relationship between upstream suppliers and manufacturers in the industrial chain as the research setting. This study focuses on the influence of relational governance on B2B brand performance，and investigates the mediating mechanism and function boundary of the influencing process. Empirical test results based on data from 329 suppliers show that: First, the two latitudes of relational governance (i.e. joint planning and joint problem solving) exert different influences on B2B brand performance. While there is an inverted U-shaped relationship between joint planning (‘predictive’ governance behaviour) and B2B brand performance, joint problem solving (‘reactive’ governance behaviour) exerts a positive influence on B2B brand performance. Second, inter-organizational relationship quality partially plays a mediating role between relational governance and B2B brand performance. Third, environmental uncertainty exerts a positive moderating effect on problem solving and B2B brand performance, but it exerts no significant moderating influence on joint planning and B2B brand performance.
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Received: 21 August 2020
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