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In order to create sustainable competitive advantages, organizations are embedded in dyadic exchange relationships, which depend on the coordination of the behavior of the actors involved. Often, coordinated behavior is explained by trust. Since trust develops in a process of reciprocal responses to presumed trustworthy behavior, it is a reciprocity-based concept. While inter-organizational exchange relationships can appear in different stages (forming, establishing, broken), different reciprocity types (direct, indirect, negative) can be distinguished. The study links reciprocal behavior to different stages of inter-organizational exchange relationships in order to investigate reciprocity as a possible coordination mechanism of behavior and thus explore the basis of coordination of trust-based behavior. Qualitative Comparative Analysis as a set-theoretic approach is applied to analyze the empirical data consisting of 78 qualitative semi-structured interviews with managers of small-, medium- and large-sized companies. The results show that different reciprocity types become effective in different stages of an inter-organizational exchange relationship: For forming inter-organizational exchange relationships indirect reciprocal behavior, besides direct reciprocity, becomes effective while in establishing inter-organizational exchange relationships, direct reciprocal behavior is evident. Negative reciprocal behavior leads to a break up of relationships. Using these results, on the one hand, the concept of trust can be sharpened by deepening the understanding of the trust-building mechanisms and on the other hand, reciprocity can be seen as coordination mechanism in exchange relationships of different stages. In doing so, with this knowledge, relationships can be coordinated towards a long-term orientation in order to create sustainable advantages.

This study explores the turnover intentions of fundraisers employed by 501(c)(3) public charities in the United States. Specifically, the study considers the effects of the following variables on fundraisers’ intentions to leave their current position (in the short-term and long-term) and/or the profession of fundraising: perceptions of fit with organization and job; exchange relationships between employees and their organization and supervisor; overall job satisfaction; culture of philanthropy; salary; age; and organizational size. Through a secondary analysis of a national data set, multiple regression analysis identifies the variables that are statistically significant predictors of turnover intentions. Perceived person-organization fit, job satisfaction, and age are supported as the significant predictors of long-term turnover intentions. Fundraisers who believe they fit well with the culture of their organization, are highly satisfied with their job, and are older will likely stay in their position longer. Perceived person-organization fit and job satisfaction are supported as the significant predictors of short-term turnover intentions. Similar to long-term turnover intentions, but without the effect of age, fundraisers who perceive a high level of congruence with their organization’s culture, and who are satisfied with their job, are less likely to have plans to give notice. Lastly, perceived person-job fit and job satisfaction are supported as the significant predictors of intentions to leave the field of fundraising. Fundraisers who report that their position is a good match for their abilities, and who are highly satisfied in their position, are more likely to remain committed to fundraising as a career.

The purpose of this study is to increase the understanding of leader and follower exchange-relationships when work is conducted remotely, as well as the creation and development of such relationships. The study focuses on remote work in the form of full-time and hybrid solutions, which have become more common for many organizations. The theoretical framework of the study includes theories about remote work, leader-member-exchange, and followership. To conduct the study the authors used a qualitative research method with multiple case studies and semi-structured interviews. The respondents of the study consisted of four leaders and four followers.  The results of the study indicate that reduced physical contact and interaction in remote work pose challenges to leaders and followers in their previous abilities to create and develop qualitative exchange relationships. Furthermore, leaders and followers establish exchange relationships through daily conversations and meetings via digital platforms. These relationships develop through common factors such as social identity, self-categorization, social categorization, human capital, social capital and personal attributes. Similarities in these factors contribute favorably to the creation of high-quality exchange relationships between leaders and followers. Remote work has brought forth new factors critical to developing high-quality exchange relationships, and both leaders and followers have different perspectives on remote work. Leaders find it challenging to lead and support their followers, while followers on the other hand don't think that their job tasks have been significantly affected. / Syftet med denna undersökning är att öka förståelsen för ledare och följares utbytesrelationer när arbetet sker på distans, samt skapandet och utvecklandet av utbytesrelationer. Studien fokuserar på distansarbete i form av heltids- och hybridlösningar, arbetsformer som har blivit vanligare för allt fler organisationer. Studiens teoretiska referensram innehåller teorier om distansarbete, leader-member-exchange och följarskap. För att genomföra studien använde författarna en kvalitativ forskningsmetod med flerfallstudier och semistrukturerade intervjuer. Respondenterna i studien bestod av fyra ledare och fyra följare. Resultaten från studien visar att den minskade fysiska kontakten och interaktionen vid distansarbete utmanar ledare och följares tidigare förmågor att skapa och utveckla utbytesrelationer. Respondenterna skapar utbytesrelationer genom dagliga samtal och möten via digitala plattformar. Utbytesrelationerna utvecklas genom gemensamma faktorer som social identitet, självkategorisering, social kategorisering, humankapital, socialt kapital och personliga egenskaper. Där likheter i ovanstående faktorer fördelaktigare bidrar till skapandet av högkvalitativa utbytesrelationer mellan ledare och följare. Vidare har distansarbete medfört att nya faktorer är kritiska för att utveckla högkvalitativa utbytesrelationer, samt att både ledare och följare har olika syn på distansarbete. Ledare upplever det svårt att leda och stödja följarna, medan följarna å andra sidan anser att deras arbetsuppgifter inte påverkats särskilt mycket.

有越來越多品牌商除了管理直接客戶(代理商)外，也會積極與非直接客戶(下游客戶)建立關係，這樣的拉式策略不但能夠幫助品牌商取得市場資訊，也可藉此讓下游客戶對品牌商產生偏好，讓代理商因此對品牌商的產品產生需求；在這樣的情況下，代理商可能套牢在與該品牌商的關係中。本論文探究在品牌商的拉式策略下，對於品牌商、代理商與下游客戶的三方交換關係所造成的影響，以及處於中樞地位的代理商應如何降低負面衝擊。 本論文以台灣代理商為研究對象，藉由177份有效樣本進行實證研究。子研究一以品牌商觀點出發，研究結果指出，「品牌商對下游客戶的專屬資產投入」與「品牌商的品牌形象」將正向影響「下游客戶對品牌商的關係承諾」，進一步提高「代理商對品牌商的依賴」；另外，此研究也發現，代理形式將在「下游客戶對品牌商的關係承諾」與「代理商對品牌商的依賴」兩者的關係間扮演調節變數的角色。 子研究二則從代理商觀點出發，研究結果指出，當「下游客戶對品牌商與代理商的關係承諾正向差距」越大，則「代理商對品牌商的依賴」將越高；在這樣的情況下，若代理商提高「對下游客戶的專屬資產投入」與「對下游客戶的快速回應能力」，將有助於減少「下游客戶對品牌商與代理商的關係承諾正向差距」。另外，「代理商高層與下游客戶高層間的人際關係」與「代理商與品牌商的結盟程度」在本研究中則扮演調節變數角色，當「代理商高層與下游客戶高層間的人際關係」及「代理商與品牌商的結盟程度」越好時，將弱化「下游客戶對品牌商與代理商的關係承諾正向差距」與「代理商對品牌商的依賴」的負向關係。 / Increasing numbers of brand owners are actively investing marketing resources in not only their direct customers(distributors), but also those customers’ customers (downstream customers). This indirect customer marketing approach follows the “pull strategy” principle proposed in the channel literature. This kind of strategy provides the brand owner with valuable market information, creates product preference among the downstream customer, and aims to stimulate derived demand. Thus, the distributor faces a lock-in situation, and this leads to the brand owner occupying a stronger position and enhancing its profits. Under such a situation, the distributor may change its cooperative behaviors with the brand owner. The study interviewed 177 independent distributors who sell brand owners' products to downstream customers. The dissertation has two sub-studies. Study One is from the brand owner's perspective to investigate how the brand owner get stronger position in the channel system when it expands in overseas markets. The result showed specific investments from the brand owner to the downstream customer and the brand owner's good brand image may increase the downstream customer's relationship commitment to the brand owner. If the downstream customer’s commitment to the brand owner is high, the distributor may increase its dependent on the brand owner. In addition, the research also found that the number of distributors plays a moderating role in this study. If there are multiple distributors, the positive relationship between commitment of the downstream customer to the brand owner and the dependence of the distributor on the brand owner may become stronger. Study Two of the dissertation is from the distributor’s perspective. The brand owner's pull strategy may cause a decrese in the relationship performance of the distributor to the downstream customer. In order to solve this difficult situation, the study provides the distributor with the following solutions. The distributor can make specific investments to the downstream customer or improve its responsive ability to decrease the difference of commitment between the downstream customer to the distributor and the downstream customer to the brand owner. Moreover, the distributor can develop personal guanxi with the downstream customer or try to align with the brand owner to reduce the negative impact from this commitment disparity.