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Journal of Relationship Marketing
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What Really Defines Relationship
Marketing? A Review of Definitions and
General and Sector-Specific Defining
Constructs
a
Arun Kumar Agariya & Deepali Singh
a
a
Department of Management Studies, Atal Bihari Vajpayee-Indian
Institute of Information Technology and Management, Gwalior, M.P.,
India
Available online: 16 Dec 2011
To cite this article: Arun Kumar Agariya & Deepali Singh (2011): What Really Defines Relationship
Marketing? A Review of Definitions and General and Sector-Specific Defining Constructs, Journal of
Relationship Marketing, 10:4, 203-237
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Journal of Relationship Marketing, 10:203–237, 2011
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ISSN: 1533-2667 print / 1533-2675 online
DOI: 10.1080/15332667.2011.624905
What Really Defines Relationship Marketing?
A Review of Definitions and General
and Sector-Specific Defining Constructs
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ARUN KUMAR AGARIYA and DEEPALI SINGH
Department of Management Studies, Atal Bihari Vajpayee-Indian Institute of Information
Technology and Management, Gwalior (M.P.), India
This article aims to use content analysis to provide an overview
of the existing academic literature on relationship marketing by
summarising definitions and major defining constructs based on
the previous research findings in this area. The authors have summarised 72 definitions along with 50 general defining constructs
of relationship marketing. In addition, sector-specific defining constructs for the banking, insurance, and health care sectors have
also been identified. This article bridges the gap in the existing relationship marketing literature by providing a comprehensive list of
relationship marketing definitions and identifying major general
as well as some sector-specific defining constructs along different
industry verticals. The research papers reviewed came from selected
databases, which limits the generalizability of the findings to the
whole existing literature on relationship marketing. The review of
the existing literature was done to reduce the time and efforts of
present and future researchers in this area by providing a quick
snapshot of the existing definitions and major defining constructs
that constitute relationship marketing and specifically the sectorspecific dimensions of banking, insurance, and health care.
KEYWORDS banking, defining constructs, health care, industry
verticals, insurance, literature, relationship marketing
Address correspondence to Arun Kumar Agariya, E-Business Lab, Room No. 103, A-Block,
ABV-IIITM, Gwalior (M.P.)-474010, India. E-mail: arunagariya@gmail.com
203
204
What Really Defines Relationship Marketing?
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INTRODUCTION
Marketing can be defined as a social and managerial process by which
individuals and groups obtain what they need and want through creating
and exchanging value with others (Kotler & Armstrong, 2004). The scenario
now is completely changed because of fast-changing customer needs and
intense competition in the marketplace. Matching the growing complexity
of the business environment has resulted in an ever more diversified and
demanding customer base (Barnes, Fox, & Morris, 2004).
As customers now have a lot of alternatives from which to choose,
they can easily switch over to competitors who promise to offer better
goods/services at lower prices (Bhardwaj, 2007). So the focus now has been
completely shifted from a transactional marketing approach to a relationship
marketing approach (Ambler, 2004; Christopher, Payne, & Ballantyne, 1991).
This new era of relationship marketing can be seen as having a long-term
orientation and representing a win–win situation for the dyadic relationships of buyers and sellers. The term relationship marketing was coined by
Berry, Shostack, and Upah (1983), who defined it as a marketing strategy
that involves all activities of a firm to build, maintain, and develop customer relations. The concept of relationship marketing has been defined by
a large number of researchers in different contexts and along different industry verticals. It is mostly defined in terms of the acquisition and retention
of customers and the resulting profitability (Menconi, 1999; Nykamp, 2001).
Figure 1 clearly shows the dramatic shift in the marketing concept from
transactional marketing to relationship marketing. The main focus pre-1900
was the product, followed by sales in the 1950s. In the 1980s marketers
shifted their focus toward the marketing mix with a competitor orientation.
The current era (post-2000) has seen a shift in the focus of marketers toward
service dominance aspects, with the main thrust on relationship marketing
concepts. Merely increasing customer retention rates by 5% has resulted in
a profit enhancement of 25%–80% (Feinberg & Kadam, 2002). According to
Reinartz, Krafft, and Hoyer (2004) and Chan (2005), failure rates for implementing relationship marketing technologies are quite high, ranging from
55%–75%, and merely 30% of projects result in a dramatic improvement in
the retention rate and profitability of business organizations. A 2006 report
by Forrester stated that only 10% of the business and information technology
executives they surveyed agreed that implementing relationship marketing
technologies had delivered expected results (Mckinsey Quarterly, 2006, cited
in Bard, Harrington, Kinikin, & Ragsdale, 2005). This clearly raises the issue
of factors affecting their successful use. There are basically four theories
offered by social psychologists on relationships: (a) social exchange theory
(Thibaut & Kelley, 1959), (b) social penetration theory (Altman & Taylor,
1973), (c) attraction theory (Aronson, 1980), and (d) equity theory (Messick
& Cook, 1983).
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A. K. Agariya and D. Singh
205
FIGURE 1 Shift in the Marketing Approach (Ambler, 2004; Christopher et al., 1991).
A lot of definitions have been proposed, but the main theme of all of
them is the relationship between the business organization and its stakeholders. The terms relationship marketing and customer relationship management are used almost interchangeably in many research papers. Still,
differences exist between them, as highlighted by Sin, Tse, Yau, Chow, and
Lee (2005). As in the previous literature it was mentioned that customer relationship management is a subset of relationship marketing, we have included
research papers that have one of these perspectives. Various prominent authors (Ali & Birley, 1998; Berry et al., 1983; A. Conway, 1996; Dawar, Parker,
& Price, 1996; Dion, Easterling, & Miller, 1995; Gronroos, 1996; Gummesson,
1990; Gupta, 1983; Holm, Eriksson, & Johanson, 1996; Lin & Germain, 1998;
Richards & Jones, 2008; Selnes, 1998; Sin et al., 2005; Wehrli & Juettner,
1994) have identified different defining constructs in the area of relationship
marketing pertaining to different industrial and national contexts. But there
is no general consensus on what actually constitutes relationship marketing.
In fact, many scholars have claimed that the precise meaning of relationship
marketing is not always clear in the literature (Nevin, 1995; Parvatiyar &
Sheth, 2001).
In fact, relationship marketing as an emerging discipline is in need of
further theoretical development (Gummesson, 2002). Very little research has
206
What Really Defines Relationship Marketing?
been done on defining constructs and definitions in this area. This paper
aims to address this issue by reviewing the existing literature in the area of
relationship marketing. We first present an overview and classification of the
existing relationship marketing literature followed by different perspectives
and definitions of relationship marketing and general and sector-specific
defining constructs. Following this is a conclusion and a discussion of limitations and future research lines. A snapshot of all of the dimensions and
sector-specific dimensions is given in Tables 2–5.
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METHODOLOGY
A total of 700 papers were searched, out of which 456 papers were selected
on the basis of content analysis based on their relevance to the definitions
and defining constructs of relationship marketing. These selected papers
were then critically analyzed to explore the defining constructs and different definitions proposed by different researchers. The online databases that
were searched were (a) Google Scholar, (b) Emerald Full Text, (c) ScienceDirect, and (d) EBSCOhost and online bibliographical resources of ABV-IIITM
Gwalior and IIT, Delhi.
RESULTS
The relationship marketing literature was classified into five categories: objectives comprising the outcomes of relationship marketing implementation, defining constructs that lead to relationship marketing, instruments that
are used for relationship marketing, demographic and technological issues,
and industry applications (e.g., industry practices and implementation programmes; see Figure 2).
Kallol Das (2009) reviewed the relationship marketing literature from
1994 to 2006 to classify the literature. In the same year, Kevork and Vrechopoulos (2009) analyzed the customer relationship management literature
from 2000 to 2006 by keyword analysis. Prior to this, Ngai (2005) reviewed
the customer relationship management literature, which is a subset of relationship marketing, from 1992 to 2002. The first step was the identification of
definitions/perspectives in relationship marketing as proposed by different
researchers. A total of 72 definitions were identified (see Table 1). These
definitions also include the customer relationship management perspective,
keeping in mind that this is a subset of relationship marketing. However,
relationship marketing is not a new phenomenon, as implicit notions of relationship marketing were in place much earlier in the work of McGarry
(1953). Berry et al. (1983) coined the term relationship marketing, but after
reviewing the existing literature we found that Hammarkvist, Hakansson,
207
Barney & Hansen
(1994)
R. Morgan &
Hunt (1994)
15.
Gummesson
(1990)
Berry &
Parasuraman
(1991)
Christopher et al.
(1991)
Pathmarajah
(1991)
Shani & Chalasani
(1991)
Webster (1992)
14.
13.
12.
11.
10.
9.
8.
7.
5.
6.
4.
Hallen &
WiedersheimPaul
(1984)
Jackson (1985)
Turnbull &
Wilson (1989)
Gronroos (1990)
Hammarkvist
et al. (1982)
Berry et al. (1983)
Levitt (1983)
1.
2.
3.
Author and Year
No.
Definition
It is the process whereby the seller and the buyer join in a strong personal, professional, and mutually
profitable relationship over time.
It attempts to involve and integrate customers, suppliers, and other infrastructural partners into a firm’s
developmental and marketing activities.
It is a process of understanding and managing profitable customer relationships by delivering superior
customer value, service, and satisfaction.
It is the activity in which routine development of prescriptive behaviour has been linked to decreased
transaction costs resulting from bargaining and monitoring behaviour, increased innovation, building
positional advantage, and enhancing performance.
It is defined as all marketing activities directed toward establishing, developing, and maintaining successful
relational exchanges.
(Continued on next page)
It is viewed as having the dual focus of getting and keeping customers.
It refers to the marketing activities oriented toward strong, lasting relationships with individual accounts.
It is defined as the formation of long-term buyer–seller relationships through the creation of structural and
social bonds between companies.
It is concerned with the establishment, maintenance, and enhancement of relationships with customers and
other stakeholders at a profit so that the objectives of all the parties involved are met. This is done by a
mutual exchange and fulfilment of promises.
It can be viewed as the building, maintenance, and liquidation of networks and interactive relationships
between the supplier and the customer, often with long-term implications.
It is defined as a process of attracting, developing, and retaining customer relationships.
It is all about attracting, maintaining, and enhancing customer relationships in multiservice organizations.
It can be viewed as a process consisting of five stages, namely awareness, exploration, expansion,
commitment, and dissolution.
It can be defined as a process that consists of four stages, namely pre-contact, initial interaction,
development, and mature relationship.
It comprises all the activities by the firm to build, maintain, and develop customer relations.
TABLE 1 Summary of Definitions of Relationship Marketing (1982–2010)
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208
Cravens & Piercy
(1994)
Matthyssens &
Van den Bulte
(1994)
Gummesson
(1994)
17.
Tzokas & Saren
(1997)
Anton (1996)
Buttle (1996)
25.
26.
27.
24.
23.
Perrien & Ricard
(1995)
Ravald &
Gronroos
(1996)
Takala & Uusitalo
(1996)
22.
21.
20.
19.
Sheth &
Parvatiyar
(1995)
Cravens (1995)
Evans & Laskin
(1994)
16.
18.
Author and Year
No.
Definition
It is the strategy for business organizations to enter into long-term associations with customers and to
counter the effects of increased customer demands and intensifying global competition.
It is defined as an asymmetrical and personalized marketing process that takes place in the long run, results
in some bilateral benefits, and rests on an in-depth understanding of customer needs and characteristics.
Its main goal is focusing on relations and the maintenance of relations between the company and the actors
in its micro-environment with the prime objective to be first and foremost to create customer loyalty so
that a stable, mutually profitable, and long-term relationship can be enhanced.
It has its main stress on establishing, strengthening, and developing customer relations while keeping the
focus on the profitable commercialization of customer relationships and the pursuit of individual and
organizational objectives by long-term and enduring relationships with customers.
It is the process of planning, developing, and nurturing a relationship climate that will promote a dialogue
between a firm and its customers that aims to imbue an understanding, confidence, and respect of each
other’s capabilities and concerns when enacting their role in the marketplace and in society.
It is a comprehensive business and marketing strategy that integrates technology, process, and all business
activities around the customer.
It is concerned with the development and maintenance of mutually beneficial relationships with strategically
significant markets.
It is a process of gathering information about customers and then deciding with whom to develop a
dialogue; it allows buyers and sellers to work together in joint problem solving, easing the pressures on
the buyer. It uses customer retention as a measure of marketing success in place of market share.
It is about developing close interactions with selected customers, suppliers, and competitors for value
creation through cooperative and collaborative effort.
It is defined as a process that includes inputs (understanding customer expectations, building service
partnerships, empowering employees, and total quality management), outcomes (customer satisfaction,
customer loyalty, increased profitability, and quality products), and ongoing assessment (customer
feedback, integrating relationship marketing into the firm’s strategic planning framework).
It is the understanding, explanation, and management of the ongoing collaborative business relationship
between suppliers and customers.
It is not directly aimed at immediate transactions but is based on building, supporting, and extending
customer relationships.
TABLE 1 Summary of Definitions of Relationship Marketing (1982–2010) (Continued)
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209
Jolson (1997)
Bendapudi &
Berry (1997)
Ballantyne (1997)
29.
30.
Morris et al.
(1998)
Srivastava et al.
(1998)
Gummesson
(1999)
Harker (1999)
33.
Chatterjee &
Prasad (2000)
Payne (2000)
Rust et al. (2000)
Parvatiyar &
Sheth (2001)
39.
41.
42.
40.
38.
Galbreath &
Rogers (1999)
Brown (2000)
37.
36.
35.
34.
O’Malley et al.
(1997)
32.
31.
Paravatiyar (1996)
28.
It is a process of identifying and establishing, maintaining and enhancing, and when necessary terminating
relationships with customers (and other parties) so that the objectives of all parties regarding economic
and other variables are met. This can be achieved through a mutual making and fulfilling of promises.
It is about the management of technology, processes, information resources, and people needed to create
an environment that allows a business to take a 360-degree view of its customers.
It is the key competitive strategy that business organizations need to stay focused on the needs of
customers and to integrate a customer-facing approach throughout the organization.
It is a discipline that focuses on automating and improving the business processes associated with managing
customer relationships in the area of sales, management, customer service, and support.
It is concerned with the creation, development, and enhancement of individualized customer relationships
with carefully targeted customers and customer groups, resulting in maximizing their total customer
lifetime value.
It is the process whereby the firm selects its best customers and develops stronger, deeper, and more
intimate relationships with them, creating customer equity.
It is a comprehensive strategy and process of acquiring, retaining, and partnering with selective customers
to create superior value for the company and the customer.
(Continued on next page)
It is an emergent disciplinary framework for creating, developing, and sustaining exchanges of value
between the parties involved, whereby exchange relationships evolve to provide continuous and stable
links in the supply chain.
It involves the identification, specification, initiation, maintenance, and (where appropriate) dissolution of
long-term relationships with key customers and other parties through mutual exchange, fulfilment of
promises, and adherence to relationship norms in order to satisfy the objectives and enhance the
experience of the parties concerned.
It is a strategic orientation adopted by both the buyer and seller organizations that represents a commitment
to long-term, mutually beneficial collaboration.
It addresses all aspects of identifying customers, creating customer knowledge, building customer values,
and shaping customers’ perceptions of an organization and its products.
It is marketing based on interaction within networks of relationships.
It is the process of cooperating with customers to improve marketing productivity through efficiency and
effectiveness.
It is a strategic approach developed by a supplier willing to establish long-term and mutually profitable
relationships with its customers.
It is centred on understanding and satisfying consumer needs.
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210
Langford-Wood &
Salter (2002)
Rigby et al. (2002)
Rao & Perry (2002)
Anderson & Kerr
(2002)
Hennig-Thurau
et al. (2002)
Gummesson (2002)
Sharp (2003)
Greenberg (2003)
Henning et al.
(2003)
Kincadid (2003)
Kotorov (2003)
Chen & Popovich
(2003)
Kotler & Armstrong
(2004)
44.
46.
47.
50.
51.
52.
53.
54.
55.
56.
49.
48.
45.
Bryan (2002)
Author and Year
43.
No.
It is a meta-construct involving several key dimensions, reflecting the overall nature of relationships between
companies and consumers.
It is marketing based on relationships, networks, and interaction, recognizing that marketing is embedded in the
total management of the networks of the selling organization, the market, and society. It is directed toward
long-term win–win relationships with individual customers, and value is jointly created between the parties
involved.
It can be defined as a process consisting of four stages, which include interaction, analysis, learning, and
planning.
It is an enterprise-wide mindset, mantra, and set of business processes and policies that are designed to acquire,
retain, and service customers.
It focuses on allocating resources to supportive business activities in order to gain competitive advantages and
on managing the relationship between a company and its current and prospective customer base as a key to
success.
It is the strategic use of information, processes, technology, and people to manage the customer’s relationship
with the company across the whole customer life cycle.
It is a strategy, not a solution, and can provide enormous competitive advantage if implemented in a
cooperative environment.
It is a combination of people, processes, and technology that seeks to understand a company’s customers. It is
an integrated approach to managing relationships by focusing on customer retention and relationship
development.
It is the overall process of building and maintaining profitable customer relationships by delivering superior
customer value and satisfaction.
It is the dynamic process of managing a customer–company relationship such that customers elect to continue
mutually beneficial commercial exchanges and are dissuaded from participating in exchanges that are
unprofitable to the company.
It is all about establishing long-term relationships with customers and thereby improves customer retention and
profitability for the company.
It is the process of addressing attractive customers, decreasing the cost of serving customers, and increasing
customer retention by providing tailored offerings to existing and new customers.
It is not a paradigm shift but rather an appropriate marketing approach when management considers
product/service, customer, and organization factors.
It is a comprehensive approach for creating, maintaining, and expanding customer relationships.
Definition
TABLE 1 Summary of Definitions of Relationship Marketing (1982–2010) (Continued)
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211
N. A. Morgan et al.
(2004)
Bolton (2004)
Lambert (2004)
Arnett &
Badrinarayanan
(2005)
Boulding et al.
(2005)
Sin et al. (2005)
Hoots (2005)
Payne & Frow
(2005)
Ehigie (2006)
Peng & Wang
(2006)
Blery &
Michalakopoulos
(2006)
Mishra & Li (2008)
Meng & Elliott
(2008)
Ramani & Kumar
(2008)
Lambert (2010)
58.
60.
61.
63.
64.
65.
66.
67.
70.
72.
71.
69.
68.
62.
59.
Zablah et al. (2004)
57.
It is being viewed as strategic, process oriented, cross-functional, and value-creating for buyer and seller and as
a means of achieving superior financial performance.
It is a process for developing innovation capability and providing a lasting competitive advantage.
It refers to all marketing activities directed toward establishing, developing, and maintaining successful
relationship exchanges.
It is a strategy for retaining customers in a highly competitive environment.
It not only builds relationships and uses systems to collect and analyze data, but it also includes the integration
of all of these activities across the firm, linking these activities to both firm and customer value, extending this
integration along the value chain, and developing the capability of integrating these activities across the
network of firms that collaborate to generate customer value while creating shareholder value for the firm.
It is a comprehensive strategy and process that enables an organization to identify, acquire, retain, and nurture
profitable customers by building and maintaining long-term relationships with them.
It means developing a comprehensive picture of customer needs, expectations, and behaviours and managing
those factors to affect business performance.
It is about enhanced opportunities to use data and information to understand customers and co-create value
with them. This requires a cross-functional integration of processes, people, operations, and marketing
capabilities that is enabled through information, technology, and applications.
It is based on the premise that maintaining good relationships with customers is essential for business
continuity. Business begins and ends with customers; it begins with identifying consumers needs and ends
with satisfying them.
It can be defined as all marketing activities directed toward building customer loyalty (keeping and winning
customers) by providing value to all parties involved in the relational exchanges.
It is a strategy that can help companies to build long-lasting relationships with their customers and increase
profits through the correct management system and the application of customer-focused strategies.
It is an ongoing process that involves the development and leveraging of market intelligence for the purpose of
building and maintaining a profit-maximizing portfolio of customer relationships.
It is the combination of processes that reflect the firm’s skills at systematically and routinely establishing,
maintaining, upgrading, and reestablishing beneficial relationships with customers.
It is a technique to underpin organizational performance improvement in improving customer retention,
satisfaction, and value.
It is being viewed as strategic, process oriented, cross-functional, and value-creating for buyer and seller.
It is all about the ability of business organizations to identify, develop, and manage cooperative relationships
with key customers characterized by trust, relationship commitment, and communication.
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212
Defining
Construct
Trust
No.
1.
Authors and Year
Blenkhorn & Mackenzie (1996); Czepiel (1990); Doney & Cannon (1997); Ganesan (1994); Garbarino & Johnson
(1999); Gummesson (1996); Halinen (1997); Handfield & Bechtel (2002); Hunt et al. (2002); Mohr & Spekman
(1994); Simpson & Mayo (1997); Verhoef et al. (2002); Hunt & Arnett (2004); Boles et al. (2000); Crosby et al.
(1990); De Wulf et al. (2001); Hennig-Thurau & Klee (1997); Hewett et al. (2002); Johnson & Grayson (2005);
Kim & Cha (2002); Kumar et al. (1995); Leuthesser (1997); Roberts et al. (2003); Sirdeshmukh et al. (2002);
Ward & Dagger (2007); Sin et al. (2005); Armstrong & Seng (2000); Barnes & Howlett (1998); Bejou (1997);
Benett & Barkensjo (2005); Foster & Cadogan (2000); Williams (1998); Oliver et al. (2000); Wong & Sohal
(2002); Chaston & Baker (1998); Armstrong & Seng (2000); Vanhonacker (2004); Bowen & Shoemaker (1998);
Morgan et al. (2005); Gremler et al. (2001); Liljander & Roos (2002); Lindgreen (2001); Ndubisi & Chan (2005);
Ndubisi (2006); Nielson (1998); Leticia et al. (2006); Dwyer et al. (1987); Anderson & Weitz (1989); Anderson
& Narus (1990); Wilson (1995); Ambler & Styles (2000); Fontenot & Wilson (1997); Ahmad & Buttle (1999);
Teale (1999); Palmer (2000); Rashid (2003); Adobor (2002); Barnes (1994); Bian & Ang (1997); Chen & Chen
(2004); Chow & Ng (2004); Guthrie (1998); Kiong & Kee (1998); Kipnis (1996); Lee et al. (2001); Leung et al.
(1996); Tsui & Jiing-Lih (1997); Yau et al. (2000); Yi & Ellis (2000); Ducan & Moriarty (1998); Gronroos (1990);
Pruden (1995); Schurr & Ozanne (1985); Stephen & Gwinner (1998); Swan et al. (1985); Wilson (2000);
Carlzon (1987); Bayon et al. (2002); Schoenbachler & Gordon (2002); Loiacono et al. (2002); Kuo et al. (2005);
Lin (2007); Li & Chau (2009); Deborah & Carol (2010); Parish & Holloway (2010); Patrick & Vesna (2010);
Wray et al. (1994); Bejou et al. (1996); Hennig-Thurau & Hansen (2000); De Wulf et al. (2001); Lin & Ding
(2005); Moliner et al. (2007); Macintosh (2007); Beatson et al. (2008); Meng & Elliot (2008); De Canniere et al.
(2009); Lang & Colgate (2003); Keating et al. (2003); Bennet & Barkensjo (2005); Ndubisi (2007); Morgan &
Hunt (1994); Sivadas & Dwyer (2000); Smith & Barclay (1997); Beloucif et al. (2004); Kempeners (1995);
Moorman et al. (1992); Andaleeb (1992); Mckechnie (1992); Sharma & Patterson (1999); Chow & Holden
(1997); Geykens et al. (1998); Johari (2009); Tam & Wong (2001); Goswami (2007); Chen & Mau (2007); Urban
et al. (2000); Reichheld & Schefter (2000); Gundlach & Murphy (1993); Kennedy et al. (2001); Spekman (1988);
Swan & Nolan (1985); Rod et al. (2008); Parasuraman et al. (1985); Johnston (1995); Margit (2007); Liang
(2007); Tapscott et al. (2000); Poolthong et al. (2009); Chiou & Droge (2006); Lewis & Soureli (2006); Zeithaml
et al. (2001); Wolfinbarger et al. (2002); Yang & Jun (2002); Leverin & Liljander (2006); Parasuraman et al.
(1991); Harrison (2003); McDonald et al. (2007); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell
(2001); Murray & Vogel (1997); Sen & Bhattacharya (2001); Sen et al. (2006); Aldas-Manzano et al. (2008);
Heffernan et al. (2008); Guo et al. (2008); Dwayne et al. (2004); Ndubisi et al. (2007); Hawke & Heffernan
(2006); Patrick et al. (2003); Loonam et al. (2008); Richard et al. (2008); Heinrich (2005); Adamson et al. (2003);
Gournaris et al. (2003); Morgan & Hunt (1994); Hess (1995); Berry et al. (1983); Chaudhuri & Holbrook (2001);
Singh & Sirdeshmukh (2000); Crosby & Stephens (1987); Chahal (2010); Ndubsi (2006); Berry (1995); MacNeil
(1980); Jackson (1985)
TABLE 2 General Relationship Marketing Defining Constructs
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167
Number of
Citations
213
2.
Satisfaction/
experience
Morgan & Hunt (1994); Wilson (1995); Fontenot & Wilson (1997); Garbarino & Johnson (1999); Rashid (2003);
163
Barnes (1994); Blenkhorn & Mackenzie (1996); Ganesan (1994); Halinen (1996); Simpson & Mayo (1997);
Verhoef et al. (2002); Abdul-Muhmin (2003); Boles et al. (2000); Crosby et al. (1990); De Wulf et al. (2001);
Eggert & Ulaga (2002); Hennig-Thurau & Klee (1997); Hennig-Thurau et al. (2002); Kim & Cha (2002); Kumar
et al. (1995); Leuthesser (1997); Liljander & Strandvik (1995); Ravald & Gronroos (1996); Roberts et al. (2003);
Verhoef et al. (2002); Wang et al. (2004); Seeman & O’Hara (2006); Selnes (1998); Stefanou & Sarmaniotis
(2003); Taylor (2008); Wolfgang & Andreas (2006); Robert & Tan (2000); Bejou (1997); Rebekah & Sharyn
(2004); Brian & John (2000); Wang et al. (2004); Williams (1998); Zins (2001); Wray et al. (1994); Armstrong &
Seng (2000); Berry (1986); Morgan et al. (2005); Andreas & Veronica (2006); Nelson & Chan (2005); Suarez
(2007); Evans & Laskin (1994); Peppers et al. (1999); Stephen & Gwinner (1998); Boshoff (1999); Hartline &
Farrell (1996); Bitner et al. (1990); Bitner et al. (1994); Weitz et al. (1986); Khalifa & Liu (2002); Torcy (2002);
Yelkur (2000); Deborah & Carol (2010); Chahal (2010); Hallowell (1996); Ravald & Gronroos (1996); Storbacka
et al. (1994); Sergios (2010); Patrick & Vesna (2010); Bejou et al. (1996); Hennig-Thurau & Hansen (2000); Lin
& Ding (2005); Moliner et al. (2007); Macintosh (2007); Beatson et al. (2008); Meng & Elliot (2008); De
Canniere et al. (2009); Lang & Colgate (2003); Roberts et al. (2003); Starkey (2002); Beloucif et al. (2004);
Dwyer et al. (1987); Kempeners (1995); Anderson & Narus (1990); Sharma & Patterson (1999); Anderson et al.
(1994); Oliver & Desarbo (1988); Crosby & Stephens (1987); Hunt (1977); Ndubisi (2007); Chattopadhyay
(2001); Lovelock (1991); Johari (2009); Joseph et al. (2003); Goswami (2007); Luarn et al. (2003); Hellier et al.
(2003); Gummesson (1994); Vargo & Lusch (2008); Hausman (2004); O’Connor & Shewchuk (1995); Rust &
Oliver (2000); Oliver (1993); Cronin & Taylor (1992); Choi et al. (2004); Chahal (2008); Krogstad et al. (2006);
Carman (2000); Butler et al. (1996); Woodside et al. (1989); Haas et al. (2000); Agdelen & Ersoz (2007); De
Wulf et al. (2001); Ndubsi (2006); Crosby et al. (1990); Bolton & Drew (1991); Storbacka et al. (1994);
Geyskens et al. (1996); Dorsch et al. (1998); Oliver (1980); Oliver & Swan (1989); Le Roy (2005); Zeithaml
et al. (1996); Peterson et al. (1997); Churchill & Surprenant (1982); Leverin & Liljander (2006); Bolton (1998);
Rod et al. (2008); Peter et al. (1990); McQuitty et al. (2000); Homburg et al. (2001); Anderson et al. (1994);
Lassar et al. (2000); Doll & Torkzadeh (1988); Doll et al. (1994); Collins et al. (1996); Jun et al. (2004); Han &
Baek (2004); Margit (2007); Chen et al. (2005); Liang & Wang (2007); Laukkanen et al. (2008); Ellen et al.
(1991); McDonald et al. (2007); Anderson et al. (2004); Luo & Bhattacharya (2006); Oliver (1980); Yi (1990);
Cooil
et al. (2007); Capraro et al. (2003); Chakrabarty (2006); Mavri et al. (2008); Berry (1995); Levesque & McDougall
(1996); Nha & Gaston (1998); Anderson et al. (1994); Garvin (1988); Dwayne et al. (2004); Brige (2006); Smith
& Lakhani (2008); Kaur & Sharma (2009); Philip et al. (2008); Wenying & Quan (2010); Lin et al. (2009); Bejou
et al. (1998); Poolthong et al. (2009); Bloemer et al. (1998); Salmones et al. (2005); Krishnan et al. (1999)
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4.
3.
No.
Authors and Year
Ward & Dagger (2007); Seeman & O’Hara (2006); Taylor et al. (2004); Bennett & Sharyn (2004); Foster &
Cadogan (2000); Wang et al. (2004); Zins (2001); Armstrong & Seng (2000); Vanhonacker (2004); Berry et al.
(1986); Berry (1995); Bowen & shoemaker (1998); Bitner et al. (1994); Morgan et al. (2005); Guenzi & Troilo
(2006); Lee-Kelley et al. (2003); Andreas & Veronica (2006); Ndubisi (2006); Evans & Laskin (1994); Reichheld
& Sasser (1990); Riechheld (1996); Zeithaml et al. (1996); Coner & Gungor (2002); Reinartz & Kumar (2002);
Jacoby & Chesnut (1978); Dick & Basu (1994); Christopher et al. (1991); Baldinger & Rubinson (1996);
O’Malley et al. (1997); Raju (1980); Beatty et al. (1996); Pritchard et al. (1999); Gremler & Brown (1999); Oliver
(1999); Jones et al. (2000); Knox & Walker (2001); Hallowell (1996); Morrisson & Huppertz (2010); Demoulin
& Zidda (2009); Leenheer et al. (2007); Patrick & Vesna (2010); Guillen et al. (2008); Szybillo et al. (1979);
Donkers et al. (2007); Brockett et al. (2008); Khare & Khare (2008); Chen & Mau (2009); Ganesh et al. (2000);
Rust et al. (2000); Woodruff (1997); Heskett et al. (1997); Urban et al. (2000); McDonald et al. (2007);
Poolthong et al. (2009); Morgan & Hunt (1994); Chiou & Droge (2006); Lewis & Soureli (2006); Nijssen et al.
(2003); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell (2001); Murray & Vogel (1997); Sen &
Bhattacharya (2001); Sen et al. (2006); Mavri et al. (2008); Dwayne et al. (2004); Margit (2007); Leverin &
Liljander (2006); Zemke & Schaaf (1990); Bloemer et al. (1998); Maignan & Ferrell (2004); Berens et al. (2007);
Cone et al. (2003); Lichtenstein et al. (2004); Salmones et al. (2005); Ndubisi et al. (2007); Singh (2004); Smith
& Lakhani (2008); Sergios & Stevens (2008); Kerry et al. (2006); Das et al. (2009); Berry et al. (1983); Lin et al.
(2009); Wenying & Quan (2010)
Commitment Dwyer et al. (1987); Morgan & Hunt (1994); Wilson (1995); Styles & Ambler (1996); Fontenot & Wilson (1997);
Buttle & Ahmad (1999); Garbarino & Johnson (1999); Teale (1999); Palmer (2000); Perry et al. (2002); Rashid
(2003); Barnes (1994); Blenkhorn & Mackenzie (1996); Czepiel (1990); Ganesan (1994); Halinen (1996); Han
et al. (1993); Hunt et al. (2002); Mohr & Spekman (1994); Simpson & Mayo (1997); Verhoef et al. (2002); Hunt
& Arnett (2004); Abdul-Muhmin (2003); De Wulf et al. (2001); Hennig-Thurau & Klee (1997); Hennig-Thurau
et al. (2002); Hewett et al. (2002); Kumar et al. (1995); Lee & Cunningham (2001); Lee et al. (2001); Roberts
et al. (2003); Wathne et al. (2001); Tony & Tracey (2007); Ivana Adamson et al. (2003); Armstrong & Seng
(2000); Benett & Barkensjo (2005); Williams (1998); Wong & Sohal (2002); Bowen & shoemaker (1998);
Veronica & Inger (2002); Lindgreen (2001); Nelson & Chan (2005); Ndubisi (2006); Nielson (1998); Paterson &
Smith (2001); Boshoff (1999); Zeithaml et al. (1990); Bitner et al. (1994); Deborah & Carol (2010); Janet Turner
& Betsy (2010); Patrick & Vesna (2010); Hennig-Thurau & Hansen (2000); Kim & Cha (2002); Moliner et al.
(2007); Lang & Colgate (2003); Ndubisi (2007); Anderson & Weitz (1992); Day (1995); Geysken et al. (1999);
Moorman et al. (1992); Beloucif et al. (2004); Kempeners (1995); Anderson & Narus (1990); Johari (2009);
Beaton & Beaton (1995); Chahal (2010); Berry & Parasuraman (1991); Kumar et al. (1995); Geyskens et al.
(1996); Fournier (1998); Roberts et al. (2003)
Loyalty
Defining
Construct
TABLE 2 General Relationship Marketing Defining Constructs (Continued)
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71
84
Number of
Citations
215
Service quality
Communication
Empathy/
customer
orientation
5.
6.
7.
66
Beloucif et al. (2004); Gronroos (1978); Sharma & Patterson (1999); McKechnie (1992); Turnbull & Gibbs (1987);
Lewis & Chiplin (1986); Gronroos et al. (1994); Normann (1991); Hatwel (1993); Lewis (1993); Foster &
Cadogan (2000); Khare & Khare (2008); Chen & Mau (2009); Crosby et al. (1990); Garbarino & Johnson (1999);
Rod et al. (2008); Parasuraman et al. (1985); Zeithaml et al. (2001); Yang & Fang (2004); Margit (2008); Zemke
& Schaaf (1990); Bloemer et al. (1998); Poolthong et al. (2009); Mavri et al. (2008); Guo et al. (2008); Johns
et al. (2008); Sergios & Stevens (2008); Zineldin (2005); Johns & Perrott (2008); Wenying & Quan (2010); Guo
et al. (2010); Lewis & Soureli (2006); Bejou et al. (1998); Salmones et al. (2005); Brown & Dacin (1997); Chiou
& Droge (2006); Dabholkar et al. (1996); Gournaris et al. (2003); Parasuraman et al. (1988); Athanassopoulos
et al. (2001); Andreassen & Lindestad (1998); Kotler (2008); Bloemer et al. (1998); Payne & Ballantyne (1991);
Oliver (1993); Bowers et al. (1994); Cheng et al. (2003); Hughes (2003); Choi et al. (2004); Cronin & Taylor
(1992); Peltier et al. (2000); Chahal (2008); Brady & Cronin (2001); Rust & Oliver (2000); Stanowski (2009);
Jovic-Vranes et al. (2008); Shakir et al. (2007); Mrayyan (2006); Gibberd (2005); Tzeng et al. (2002);
Firth-Cozens & Greenhalgh (1997); McCue (1982); Krogstad et al. (2006); Carman (2000); Butler et al. (1996);
Woodside et al. (1989)
Ndubisi & Chan (2005); Ndubisi (2006); Paterson & Smith (2001); Anderson & Weitz (1989); Morgan & Hunt
57
(1994); Wilson (1995); Fontenot & Wilson (1997); Rashid (2003); Adobor & McMullen (2002); Barnes (1994);
Garbarino & Johnson (1999); Hunt et al. (2002); Hunt & Arnett (2004); Selnes (1998); Sin et al. (2005);
Adamson et al. (2003); Gremler et al. (2001); Lindgreen (2001); Boshoff (1999); Crosby et al. (1990);
Parasuraman et al. (1985); Barnes & Vidgen (2001); Zeithaml et al. (2002); Loiacono et al. (2002); Wolfinbarger
& Gilly (2003); Yang & Liu (2003); Parasuraman et al. (2005); Lindgreen & Crawford (1999); Mohr & Nevin
(1996); Mohr et al. (1996); Beloucif et al. (2004); Moorman et al. (1993); Sharma & Patterson (1999); Clark
(1992); Krapfel et al. (1991); Chen & Mau (2009); Solomon et al. (1985); Gummesson (1994); Vargo & Lusch
(2008); Chahal (2010); De Wulf et al. (2001); Metcalf et al. (1992); Beatty et al. (1996); Evans et al. (1996);
Naoui & Zaiem (2010); Berry (1995); Doney & Cannon (1997); Roberts et al. (2003); Guo et al. (2008); Rod
et al. (2008); Parasuraman et al. (1985); Dwayne et al. (2004); Ndubisi et al. (2005); Ndubisi et al. (2007);
Hawke & Heffernan (2006); O’Donnell et al. (2002); Hernan & Rosa (2010)
Morgan et al. (2005); Berry & Gresham (1986); Vanhonacker (2004); Bell (2000); Armstrong & Seng (2000);
33
Oliver et al. (2000); Benett & Barkensjo (2004); Sin et al. (2005); Ward & Dagger (2007); Rashid (2003); Bian &
Ang (1997); Chen & Chen (2004); Chow & Ng (2004); Guthrie (1998); Kiong & Kee (1998); Kipnis (1996); Lee
et al. (2001); Leung et al. (1996); Tsui & Jiing-Lih (1997); Yau et al. (2000); Yi & Ellis (2000); Boshoff (1999);
Zeithaml et al. (1990); Barnes & Vidgen (2001); Jun & Cai (2001); Yang & Liu (2003); Li & Chau (2009); Wilson
(1995); Morris et al. (1998); Ziethmal & Bitner (2000); Kim & Cha (2002); Bejou (1997); Moorman et al. (1992);
Rod et al. (2008); Margit (2007); Parasuraman et al. (1985); Parasuraman et al. (1991); Chen et al. (2005)
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Defining
Construct
12. Repurchase
intentions/
reluctance to search
11. Role of customer
service personnel
10. Culture
9. Reciprocity
8. Relationship quality/
value/duration
No.
Authors and Year
26
29
29
29
33
Number of
Citations
Ravald & Gronroos (1996); Keating et al. (2003); Wang et al. (2004); Crosby et al. (1990); Bendapudi & Berry
(1997); Hennig-Thurau et al. (2002); Ritter & Walter (2006); Engel & Blackwell (1982); Engel et al. (1990);
Schiffman & Kanuk (1978); Zaltman & Wallendorf (1983); Zeithaml (1988); Lagace et al. (1991); Dorsch et al.
(1998); Hewett et al. (2002); Johnson (1999); Roberts et al. (2003); Berry (1995); Liljander & Stransvick (1995);
Storbacka et al. (1994); Hennig-Thurau & Klee (1997); Bagozzi (1984); De Wulf et al. (2001); Ganesan (1994);
Doney & Cannon (1997); Swan et al. (1999); Lagace et al. (1991); Naoui & Zaiem (2010); Kumar et al. (1995);
Dwyer et al. (1987); MacNeil (1980); Jackson (1985); Hennig-Thurau et al. (2002)
Fontenot & Wilson (1997); Buttle & Ahmad (1999); Teale (1999); Palmer (2000); Perry et al. (2002); Ward &
Dagger (2007); Sin et al. (2005); Oliver et al. (2000); Alston (1989); Armstrong & Seng (2000); Bell (2000);
Vanhonacker (2004); Berry (1995); Morgan et al. (2005); Bian & Ang (1997); Bosco (1992); Chen & Chen
(2004); Chow & Ng (2004); Guthrie (1998); Kiong & Kee (1998); Kipnis (1996); Lee et al. (2001); Leung et al.
(1996); Tsui & Jiing-Lih (1997); Yau et al. (2000); Yi & Ellis (2000); Sin et al. (2002); Wetzels et al. (1998);
Eisingerich & Bell (2006)
Hofstede (1984); Mayo & Hadaway (1994); Kanter & Corn (1994); Swierczek & Hirsch (1994); Ford (1980); Ford
(1984); Turnbull & Cunningham (1981); Haekansson & Snehota (1995); Cunningham & Homse (1986);
Turnbull (1987); Johanson & Wiedersheim-Paul (1975); Johanson & Vahlne (1977); Wiedersheim-Paul et al.
(1978); Hallan & Wiedersheim-Paul (1984); Kogut & Singh (1988); Klein & Roth (1990); Holden & Burgess
(1994); Swift (1999); Tse et al. (1988); Meschi & Roger (1994); Nair (2005); Day (1999); Christopher et al.
(2001); Chen & Mau (2009); Sirdeshmukh et al. (2002); Veillard et al. (2005); Firth-Cozens & Mowbray (2001);
Davies et al. (2000); Krogstad et al. (2006)
McDonald et al. (2007); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell (2001); Murray & Vogel
(1997); Sen & Bhattacharya (2001); Sen et al. (2006); Poolthong et al. (2009); Yeomans (2005); Scott (2006); Luo
& Bhattacharya (2006); Lafferty & Goldsmith (2005); Lichtenstein et al. (2004); Carroll (1979); Maignan &
Ferrell (2004); Carroll (1991, 1999); Pomering & Dolnicar (2006); Handleman & Arnold (1999); Stanwick &
Stanwick (1998); McWilliams & Siegel (2001); Turban & Greening (1997); Mohr et al. (2001); Argenti et al.
(2005); Pirch et al. (2007); Berens et al. (2007); Poolthong et al. (2009); Rummell (1999); Salmones et al. (2005)
Lee et al. (2001); Lee & Cunningham (2001); Kumar et al. (1995); Kim & Cha (2002); Hogan (1998); Hewett et al.
(2002); Hennig-Thurau et al. (2002); Hennig-Thurau & Klee (1997); Eggert & Ulaga (2002); De Wulf et al.
(2001); De Ruyter et al. (2001); Crosby et al. (1990); Bolton et al. (2004); Chang & Wildt (1994); Bolton & Drew
(1991); Boles et al. (2000); Abdul-muhmin (2003); Liljander & Strandvik (1995); Ravald & Gronroos (1996);
Roberts et al. (2003); Sirdeshmukh et al. (2002); Szybillo & Jacoby (1974); Wang et al. (2004); Wathne et al.
(2001); Parish & Holloway (2010); Reynolds & Arnold (2000)
TABLE 2 General Relationship Marketing Defining Constructs (Continued)
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13. Key customer lifetime Sin et al. (2005); Ryals & Knox (2005); Kumar et al. (2009); Donkers et al. (2003); Gupta et al. (2004); Opher
26
value identification
et al. (2005); Kumar & Rajan (2009); Nicolas et al. (2009); Day (1988); Doyle (2000); Jackson (1992); Donkers
et al. (2006); Kamakura et al. (1991,2003,2004); Knott et al. (2002); Fader & Hardie (2001); Schmittlein et al.
(1987); Jain & Vilcassim (1991); Pfeifer & Carraway (2000); Rust et al. (2004); Chen & Hu (2005); Hoekstra &
Huizingh (1999); Verhoef & Donkers (2001); Nair (2005); Khare & Khare (2008)
14. Customer retention
Bolton et al. (2004); Yuan & Chang (2001); Nair (2005); Hoffman (2002); Richard (1996); Chattopadhyay (2001);
25
Khare & Khare (2008); Johari (2009); Hellier et al. (2003); Goswami (2007); Chen & Mau (2009); Morgan &
Hunt (1994); Gronroos (1984); Rod et al. (2008); Han & Baeks (2004); McDonald et al. (2007); Mavri et al.
(2008); Athanassopoulos (2000); Van & Lariviere (2004); Levesque & McDougall (1996); Jones et al. (2002);
Bolton (1998); Ho et al. (2008); Weinstein (2002); Patrick et al. (2003)
15. Customer perceived Eggert & Ulaga (2002); Calciu & Salerno (2002); LiBrizzi (2001); Panda (2002); Srivastava et al. (1998); Verhoef & 25
value
Donkers (2001); Helen & Tommi (2010); Sheth et al. (1995); Monroe (1990); Huber et al. (2001); Woodruff
(1997); Lam et al. (2004); Petrick (2004); Lapierre (1997); Wakefield & Barnes (1996); Choi et al. (2004); Overby
et al. (2004); Zahay & Peltier (2008); Margit (2007); Mavri et al. (2008); Ho et al. (2008); Chang & Wildt (1994);
Weinstein (2002); Sheth et al. (1991); Sweeney & Soutar (2001)
16. Knowledge
Blosch (2000); Fahey et al. (2001); Gamble et al. (2001); Garcia-Murillo & Annabi (2002); Gibbert et al. (2002);
24
management
Massey et al. (2001); Morik et al. (2002); Raeside & Walker (2001); Roscoe (2001); Rowley (2002a); Rowley
(2002b); Shaw et al. (2001); Stefanou et al. (2003); Zahay & Griffin (2004); Sin et al. (2005); Schulz (2001); Hult
& Ferrell (1997); Slater & Narver (1995); Kohli & Jaworski (1990); Fiol (2001); Besanko et al. (2000); Morgan &
Hunt (1999); Teece et al. (1997); Spender & Grant (1996)
17. Security/
Barnes & Vidgen (2001); Zeithaml et al. (2002); Yang & Jun (2002); Wolfinbarger & Gilly (2003); Yang & Liu
23
privacy
(2003); Parasuraman et al. (2005); Kim et al. (2006); Lin (2007); Li & Suomi (2009); Li & Chau (2009); Walters &
Lancaster (1999); Wong & Shoal (2003); Parasuraman et al. (1985); Rod et al. (2008); Jayawardhena & Foley
(2000); Zeithaml et al. (2001); Wolfinbarger et al. (2002); Kevork et al. (2008); Manzano et al. (2008); Loonam
et al. (2008); Laforet et al. (2005); Singh (2004); Geib et al. (2006)
18. Technology
Rod et al. (2008); Liang (2007); Laukkanen et al. (2008); Parasuraman (2000); Sanders & Temkin (2000); Frame
21
et al. (2001); Petersen & Rajan (2002); Berger (2003); Corrocher (2006); Joseph et al. (1999); Kumar et al.
(2008); Guo et al. (2008); Johns et al. (2008); Jenkins (2007); Brige (2006); Raechel (2008); Sayar & Wolfe
(2007); Malhotra & Singh (2010); Richard et al. (2008); Lee et al. (2005); Johns & Perott (2008)
19. Convenience/
Walters & Lancaster (1999); Jun & Cai (2001); Loiacono et al. (2002); Yang et al. (2003); Kuo et al. (2005); Lin
21
ease of use
(2007); Li et al. (2009); Sergios (2010); Jones et al. (2003); Rod et al. (2008); Laukkanen et al. (2008); Ho et al.
(2008); Manzano et al. (2008); Hernan & Rosa (2010); Yang et al. (2004); Doll & Torkzadeh (1988); Doll et al.
(1994); Collins et al. (1996); Yang & Jun (2002); Pikkarainen et al. (2006); Jun et al. (2004)
20
20. Reliability
Benett & Barkensjo (2005); Walters & Lancaster (1999); Boshoff (1999); Parasuraman et al. (1985); Parasuraman
et al. (1988); Zeithaml & Bitner (2000); Wilson (1995); Crosby et al. (1990); Barnes & Vidgen (2001); Jun & Cai
(2001); Zeithaml et al. (2002); Yang & Jun (2002); Wolfinbarger & Gilly (2003); Yang & Liu (2003); Lin (2007);
Li & Chau (2009); Chen & Mau (2009); Sirdeshmukh et al. (2002); Garbarino & Johnson (1999); Law (2008)
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218
29.
28.
27.
26.
25.
24.
23.
22.
Responsiveness
21.
Authors and Year
14
14
14
15
15
17
18
18
20
Number of
Citations
Benett & Barkensjo (2004); Sin et al. (2005); Parasuraman et al. (1985); Barnes & Vidgen (2001); Jun & Cai (2001);
Zeithaml et al. (2002); Loiacono et al. (2002); Yang & Jun (2002); Yang & Liu (2003); Parasuraman et al. (2005);
Kim et al. (2006); Lin (2007); Li & Chau (2009); Rod et al. (2008); Zeithaml et al. (2001); Jun et al. (2004);
Johnston (1995); Margit (2007); Parasuraman et al. (1991); Loonam et al. (2008)
Conflict handling Selnes (1998); Ndubisi (2006); Kumar et al. (1995); Ndubisi & Chan (2005); Lang & Colgate (2003); Roberts et al.
(2003); Ndubisi (2007); Prasad & Aryasri (2008); Carr (2007); Homburg et al. (2002); Raven & Kruglanski (1970);
Gaski (1984); Laurent & Christel (2004); Dwyer et al. (1987); Brown et al. (1991); Kumar et al. (1995); Zeithaml
et al. (1996); Perrien et al. (2003)
Level of job
Kaur et al. (2009); Khuwaja et al. (2004); Stanowski (2009); Jovic-Vranes et al. (2008); Shakir et al. (2007);
satisfaction/
Mrayyan (2006); Gibberd (2005); Tzeng et al. (2002); Firth-Cozens & Greenhalgh (1997); McCue (1982); Pillay
dissatisfaction/
(2008); Janus et al. (2007); Haas et al. (2000); Sarp et al. (2009); Agdelen & Ersoz (2007); Ersoz & Agdelen
stress
(2006); Haydar et al. (2007); Basri (2009)
Brand
Poolthong et al. (2009); McDonald et al. (2007); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell
(2001); Murray & Vogel (1997); Sen & Bhattacharya (2001); Sen et al. (2006); Delgado-Ballester &
Munuera-Aleman (2001); Chaudhuri & Holbrook (2001); Dick & Basu (1994); Fournier (1998); Gundlach et al.
(1995); Brown & Dacin (1997); Cone et al. (2003); Folks & Kamins (1999); McWilliams & Siegel (2001)
Profitability
Bowen & shoemaker (1998); Hallowell (1996); Storbacka et al. (1994); Lee & Park (2005); Bolton et al. (2004);
Gronroos (2000); Cooper & Kaplan (1991); Van Raaij et al. (2003); Storbacka (1997); Zeithaml et al. (2001);
Hogan et al. (2002); Nair (2005); Reichheld (1996); Smith & Lakhani (2008); Sardana (2003)
Data mining
Hunt & Arnett (2004); Baker & Baker (1998); Danna & Gandy (2002); Drew et al. (2001); Furness (2001); Ha et al.
(2002); Hassanein (2002); Koh & Chan (2002); Lejeune (2001); Mena & Pettit (2001); Min et al. (2002); Nemati &
Barko (2002); Nitsche (2002); Rygielski et al. (2002); Yuan & Chen (2002)
Bonds
Wilson (1995); Barnes (1994); Paterson & Smith (2001); Lang & Colgate (2003); De Wulf et al. (2001);
Sirdeshmukh et al. (2002); Callaghan et al. (1995); Sin et al. (2002); Wilson & Mummalaneni (1986); Yim et al.
(2008); Berry & Parasuraman (1991); Beatty et al. (1996); Price & Arnould (1999); Gremler et al. (2001)
Ethical
Lagace et al. (1991); Bejou et al. (1996); Wray et al. (1994); Dorsch et al. (1998); Roberts et al. (2003); Chen &
codes/profile
Mau (2009); Dahlstrom et al. (1991); Dubinsky et al. (1986); Wotruba (1990); Bellizzi & Hite (1989); Futrell
(2002); Zeithaml & Bitner (2000); Ganesh et al. (2000); Gundlach & Murphy (1993)
Word of mouth Hennig-Thurau et al. (2002); Kim & Cha (2002); Lee et al. (2001); Roberts et al. (2003); Verhoef et al. (2002);
Gremler et al. (2001); Wong & Sohal (2002); Michael & Eugene (2000); Verdugo et al. (2009); Mavri et al.
(2008); Jones et al. (2002); Brige (2006); McDonald et al. (2007); Handleman & Arnold (1999)
Defining
Construct
No.
TABLE 2 General Relationship Marketing Defining Constructs (Continued)
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219
Working
conditions
Information
exchange
Benevolence
Collaboration
Innovativeness
Personalization
Service
recovery
Tangibles
Interdependence
Availability
Queuing
system
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
Stanowski (2009); Jovic-Vranes et al. (2008); Shakir et al. (2007); Mrayyan (2006); Gibberd (2005); Tzeng et al.
13
(2002); Firth-Cozens & Greenhalgh (1997); McCue (1982); Sarp et al. (2009); Agdelen & Ersoz (2007); Ersoz
& Agdelen (2006); Haydar et al. (2007); Hasturer (2009)
Stella (2000); Menon & Varadarajan (1992); Jayachandran et al. (2005); Low & Mohr (2001); Davenport &
13
Prusak (2000); Zahay & Peltier (2008); Park & Kim (2003); Moorman (1992); Garcia-Murillo & Annabi (2002);
Salomann et al. (2005); Lybaert (1998); Fuelhart & Glasmeier (2003); Appiah-Adu & Singh (1998)
Chen & Mau (2009); Roman & Ruiz (2005); Kennedy et al. (2001); Crosby et al. (1990); Law (2008); Rempel et
13
al. (1985); Anderson & Narus (1990); Ganesan (1994); Kumar et al. (1995); Roberts et al. (2003); Geyskens et
al. (1998); Lagace et al. (1991); Williamson (1983)
13
Gummesson (1996); Barnes & Vidgen (2001); Zeithaml et al. (2002); Loiacono et al. (2002); Wolfinbarger &
Gilly (2003); Yang et al. (2003); Parasuraman et al. (2005); Guenzi & Troilo (2006); Le & Piercy (2007);
Homburg & Jensen (2007); Gummesson (1994); Vargo & Lusch (2008); Agdelen & Ersoz (2007)
Malhotra & Singh (2010); Waite (2001); Laukkanen et al. (2008); Gatignon & Robertson (1985, 1991); Ram
13
(1987); Sheth (1981); Mittelstaedt et al. (1976); Gatignon & Robertson (1989, 1991); Gournaris et al. (2003);
Mavri et al. (2008); Athanassopoulos (2000)
Sin et al. (2005); Walters & Lancaster (1999); Leticia et al. (2006); Dyche (2002); Hart (1995); Fink & Kobsa
12
(2000); Fink et al. (2002); Loiacono et al. (2002); Yang & Jun (2002); Yang & Liu (2003); Van Reil et al.
(2001); Loonam et al. (2008)
Boshoff & Leong (1998); Morrisson & Huppertz (2010); Bell & Zemke (1987); Bitner et al. (1990); Gronroos
12
(1988); Hart et al. (1990); Davidow (2003); Andreassen (2001); Goodwin et al. (1992); Kenney (1995); Liao
(2007); Oliver & Swan (1989)
Benett & Barkensjo (2004); Parasuraman et al. (1985); Barnes & Vidgen (2001); Cox & Dale (2001); Jun & Cai
12
(2001); Loiacono et al. (2002); Yang & Jun (2002); Wolfinbarger & Gilly (2003); Yang & Liu (2003); Kim et al.
(2006); Lin (2007); Li & Chau (2009)
Anderson & Weitz (1989); Anderson & Narus (1990); Styles & Ambler (2000); Fontenot & Wilson (1997);
12
Palmer (2000); Wolggang (2005); Nesbett (2003); Kumar et al. (1995); Geyskens et al. (1996); Veloutsou
et al. (2002); Scanzoni (1979); Geyskens & Steenkamp (1995)
Chaston & Baker (1998); Barnes & Vidgen (2001); Cox & Dale (2001); Jun & Cai (2001); Yang & Jun (2002);
12
Yang & Liu (2003); Kuo et al. (2005); Parasuraman et al. (2005); Kim et al. (2006); Li & Chau (2009); Chahal
(2010); Agdelen & Ersoz (2007)
11
Wong & Shoal (2003); Barnes & Vidgen (2001); Jun & Cai (2001); Zeithaml et al. (2002); Loiacono et al. (2002);
Yang & Jun (2002); Yang & Liu (2003); Parasuraman et al. (2005); Kim et al. (2006); Lin (2007); Li & Chau
(2009)
(Continued on next page)
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220
Store layout
Competitor
orientation
Share of
purchases/
cross-buying
Relationship
investment
Price
Assurance
Cooperation
Long-term
relationship
orientation
Shared values
42.
43.
44.
46.
47.
48.
49.
50.
45.
Aesthetics
Defining
Construct
41.
No.
Walters & Lancaster (1999); Barnes & Vidgen (2001); Cox & Dale (2001); Jun & Cai (2001); Loiacono et al.
(2002); Yang & Jun (2002); Wolfinbarger & Gilly (2003); Yang & Liu (2003); Kim et al. (2006); Lin (2007);
Li & Chau (2009)
Wong & Shoal (2003); Barnes & Vidgen (2001); Cox & Dale (2001); Jun & Cai (2001); Loiacono et al. (2002);
Yang & Jun (2002); Wolfinbarger & Gilly (2003); Yang & Liu (2003); Kim et al. (2006); Lin (2007); Li &
Chau (2009)
Sin et al. (2005); Pelham & Wilson (1996); Balakrishnan (1996); Appiah-Adu & Singh (1998); Li & Calantone
(1998); Han et al. (1998); Gray et al. (1998); Narver & Slater (1990); Day & Wensley (1988); Slater (1994);
Helfert et al. (2002)
Wang et al. (2004); Verhoef et al. (2002); Roberts et al. (2003); Leuthesser (1997); Kim & Cha (2002);
Johnson & Grayson (2005); Boles et al. (2000); Jarrar & Neely (2002); Walsh et al. (2004); Verdugo et al.
(2009); Parish & Holloway (2010)
De Wulf et al. (2001); Parish & Holloway (2010); Ryals & Knox (2001); Zablah et al. (2004); Boulding et al.
(2005); Chan (2005); Chen & Chen (2004); Werner et al. (2004); Blenkhorn & Mackenzie (1996);
Gummesson (2004); Bonnemaizon et al. (2007)
Mavri et al. (2008); Rod et al. (2008); Zeithaml et al. (2001); McDonald et al. (2007); Farquhar & Panther
(2007); Poolthong et al. (2009); Delgado-Ballester & Munuera-Aleman (2001); Mavri et al. (2008);
Athanassopoulos (2000); Anderson et al. (1994); Garvin (1988)
Benett & Barkensjo (2004); Parasuraman et al. (1985); Barnes & Vidgen (2001); Cox & Dale (2001); Yang &
Liu (2003); Liu & Arnett (2000); Zeithaml et al. (2002); Yoo & Donthu (2001); Wolfinbarger & Gilly (2003);
Long & McMellon (2004)
Anderson & Weitz (1989); Anderson & Narus (1990); Styles & Ambler (1996); Palmer (2000); Hunt et al.
(2002); Hunt & Arnett (2004); Lindgreen (2001); Hawke & Heffernan (2006); Campbell (1998); Raymond
et al. (2010)
Schultz & Good (2000); Lin et al. (2010); Chang et al. (2010); Ravald & Gronroos (1996); Park & Kim (2003);
Adamson et al. (2003); Gummesson (1996); Verdugo et al. (2009); Ward & Dagger (2007); Satyabhusan et
al. (2009)
Anderson & Weitz (1989); Buttle & Ahmad (1999); Hunt & Arnett (2004); Ward & Dagger (2007); Lindgreen
(2001); Ocker & Susan (2003); Sin et al. (2002); Wetzels et al. (1998); Sin et al. (2005); Eisingerich & Bell
(2007)
Authors and Year
TABLE 2 General Relationship Marketing Defining Constructs (Continued)
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10
10
10
10
11
11
11
11
11
11
Number of
Citations
221
4.
3.
2.
1.
No.
Authors and Year
Number of
Citations
Rod et al. (2008); Parasuraman et al. (1985); Johnston (1995); Margit (2007); Liang (2007); Tapscott et al.
45
(2000); Poolthong et al. (2009); Chiou & Droge (2006); Lewis & Soureli (2006); Zeithaml et al. (2001);
Wolfinbarger et al. (2002); Yang & Jun (2002); Leverin & Liljander (2006); Parasuraman et al. (1991);
Harrison (2003); McDonald et al. (2007); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell
(2001); Murray & Vogel (1997); Sen & Bhattacharya (2001); Sen et al. (2006); Aldas-Manzano et al. (2008);
Heffernan et al. (2008); Guo et al. (2008); Dwayne et al. (2004); Ndubisi & Chan (2005); Ndubisi et al.
(2007); Hawke & Heffernan (2006); Patrick et al. (2003); Loonam et al. (2008); Richard et al. (2008);
Heinrich (2005); Adamson et al. (2003); Gournaris et al. (2003); Bejou et al. (1998); Doney & Cannon
(1997); Morgan & Hunt (1994); Moorman et al. (1993); Sirdeshmukh et al. (2002); Ganesan (1994); Hess
(1995); Berry et al. (1983); Chaudhuri & Holbrook (2001); Singh & Sirdeshmukh (2000)
Customer
Rod et al. (2008); Peter et al. (1990); McQuitty et al. (2000); Homburg et al. (2001); Anderson et al. (1994);
44
satisfaction
Lassar et al. (2000); Doll & Torkzadeh (1988); Doll et al. (1994); Collins et al. (1996); Jun et al. (2004); Han
& Baek (2004); Margit (2007); Leverin & Liljander (2006); Chen et al. (2005); Liang & Wang (2007);
Laukkanen et al. (2008); Ellen et al. (1991); McDonald et al. (2007); Anderson et al. (2004); Luo &
Bhattacharya (2006); Oliver (1980); Yi (1990); Cooil et al. (2007); Capraro et al. (2003); Chakrabarty (2006);
Mavri et al. (2008); Berry (1995); Levesque & McDougall (1996); Nha & Gaston (1998); Bolton (1998);
Anderson et al. (1994); Garvin (1988); Dwayne et al. (2004); Brige (2006); Smith & Lakhani (2008); Kaur &
Sharma (2009); Philip et al. (2008); Wenying & Quan (2010); Lin et al. (2009); Bejou et al. (1998);
Poolthong et al. (2009); Bloemer et al. (1998); Salmones et al. (2005); Krishnan et al. (1999)
Customer loyalty McDonald et al. (2007); Poolthong et al. (2009); Morgan & Hunt (1994); Chiou & Droge (2006); Lewis &
32
Soureli (2006); Nijssen et al. (2003); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell (2001);
Murray & Vogel (1997); Sen & Bhattacharya (2001); Sen et al. (2006); Mavri et al. (2008); Dwayne et al.
(2004); Margit (2007); Leverin & Liljander (2006); Zemke & Schaaf (1990); Bloemer et al. (1998); Maignan &
Ferrell (2004); Berens et al. (2007); Cone et al. (2003); Lichtenstein et al. (2004); Salmones et al. (2005);
Ndubisi et al. (2007); Singh (2004); Smith & Lakhani (2008); Sergios & Stevens (2008); Kerry et al. (2006);
Das et al. (2009); Berry et al. (1983); Lin et al. (2009); Wenying & Quan (2010)
Service quality
Rod et al. (2008); Parasuraman et al. (1985); Zeithaml et al. (2001); Yang & Fang (2004); Margit (2007);
30
Zemke & Schaaf (1990); Bloemer et al. (1998); Poolthong et al. (2009); Mavri et al. (2008); Guo et al.
(2008); Johns et al. (2008); Sergios & Stevens (2008); Zineldin (2005); Johns & Perrott (2008); Wenying &
Quan (2010); Guo et al. (2010); Lewis & Soureli (2006); Bejou et al. (1998); Salmones et al. (2005); Brown
& Dacin (1997); Chiou & Droge (2006); Dabholkar et al. (1996); Gournaris et al. (2003); Parasuraman et al.
(1988); Athanassopoulos et al. (2001); Andreassen & Lindestad (1998); Kotler (2008); Chiou & Droge
(2006); Athanassopoulos (2000); Bloemer et al. (1998)
(Continued on next page)
Trust
Defining
Construct
TABLE 3 General Relationship Marketing Defining Constructs for the Banking Sector
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222
17.
18.
16.
15.
14.
13.
12.
11.
10.
9.
8.
7.
6.
5.
No.
Authors and Year
Role of customer McDonald et al. (2007); Brown & Dacin (1997); Drumwright (1996); Maignan & Ferrell (2001); Murray &
Vogel (1997); Sen & Bhattacharya (2001); Sen et al. (2006); Poolthong et al. (2009); Yeomans (2005); Scott
service
(2006); Luo & Bhattacharya (2006); Lafferty & Goldsmith (2005); Lichtenstein et al. (2004); Carroll (1979);
personnel
Maignan & Ferrell (2004); Carroll (1991, 1999)
Security/
Rod et al. (2008); Parasuraman et al. (1985); Jayawardhena & Foley (2000); Zeithaml et al. (2001);
privacy
Wolfinbarger et al. (2002); Kevork et al. (2008); Yang & Jun (2002); Manzano et al. (2008); Loonam et al.
(2008); Laforet et al. (2005); Singh (2004); Geib et al. (2006)
Ease of use
Rod et al. (2008); Yang et al. (2004); Doll & Torkzadeh (1988); Doll et al. (1994); Collins et al. (1996); Yang &
Jun (2002); Pikkarainen et al. (2006); Jun et al. (2004); Laukkanen et al. (2008); Ho et al. (2008); Manzano
et al. (2008); Hernan & Rosa (2010)
Customer
Rod et al. (2008); Han & Baek (2004); McDonald et al. (2007); Mavri et al. (2008); Athanassopoulos (2000);
retention
Van & Lariviere (2004); Levesque & McDougall (1996); Jones et al. (2002); Bolton (1998); Ho et al. (2008);
Weinstein (2002); Patrick et al. (2003)
Technology
Rod et al. (2008); Laukkanen et al. (2008); Parasuraman (2000); Frame et al. (2001); Petersen & Rajan (2002);
Corrocher (2006); Joseph et al. (1999); Kumar et al. (2008); Guo et al. (2008); Johns et al. (2008); Lee et al.
(2005)
Brand
McDonald et al. (2007); Brown & Dacin (1997); Drumwright (1996); Murray & Vogel (1997); Sen &
Bhattacharya (2001); Sen et al. (2006); Delgado-Dick & Basu (1994); Gundlach et al. (1995); Brown &
Dacin (1997); Cone et al. (2003);
Communication Guo et al. (2008); Rod et al. (2008); Parasuraman et al. (1985); Dwayne et al. (2004); Ndubisi et al. (2005);
Ndubisi et al. (2007); Hawke & Heffernan (2006); O’Donnell et al. (2002); Hernan & Rosa (2010)
Responsiveness Rod et al. (2008); Parasuraman et al. (1985); Zeithaml et al. (2001); Jun et al. (2004); Johnston (1995); Yang &
Jun (2002); Margit (2007); Parasuraman et al. (1991); Loonam et al. (2008)
Price
Mavri et al. (2008); Rod et al. (2008); Zeithaml et al. (2001); McDonald et al. (2007); Farquhar & Panther
(2007); Poolthong et al. (2009); Delgado-Ballester & Munuera-Aleman (2001); Athanassopoulos (2000)
Customer
Margit (2007); Mavri et al. (2008); Ho et al. (2008); Chang & Wildt (1994); Weinstein (2002); Sheth et al.
perceived value (1991); Sweeney & Soutar (2001)
Innovativeness
Malhotra & Singh (2010); Waite (2001); Laukkanen et al. (2008); Gatignon & Robertson (1985, 1991); Ram
(1987); Sheth (1981)
Competence
Ndubisi et al. (2005); Ndubisi et al. (2007); Rod et al. (2008); Parasurman et al. (1985); Liang (2007); Lee &
Turban (2001)
Empathy
Rod et al. (2008); Margit (2007); Parasuraman et al. (1985); Parasuraman et al. (1991); Chen et al. (2005)
Word of mouth Mavri et al. (2008); Jones et al. (2002); Brige (2006); McDonald et al. (2007); Handleman & Arnold (1999)
Defining
Construct
TABLE 3 General Relationship Marketing Defining Constructs for the Banking Sector (Continued)
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5
5
6
7
7
8
9
9
10
11
12
12
12
17
Number of
Citations
223
6.
5.
4.
3.
2.
1.
No.
Authors and Year
Number of
Citations
Trust
26
Beloucif et al. (2004); Morgan & Hunt (1994); Dwyer et al. (1987); Kempeners (1995); Anderson & Narus
(1990); Garbarino & Johnson (1999); Moorman et al. (1992); Andaleeb (1992); Crosby et al. (1990);
McKechnie (1992); Schurr & Ozanne (1985); Sharma & Patterson (1999); Chow & Holden (1997); Swan
et al. (1999); Swan & Nolan (1985); Geykens et al. (1998); Ndubisi (2007); Johari (2009); Tam & Wong
(2001); Goswami (2007); Chen & Mau (2009); Urban et al. (2000); Reichheld & Schefter (2000); Gundlach
& Murphy (1993); Kennedy et al. (2001); Spekman (1988)
Satisfaction
Beloucif et al. (2004); Morgan & Hunt (1994); Dwyer et al. (1987); Kempeners (1995); Anderson & Narus
19
(1990); Garbarino & Johnson (1999); Sharma & Patterson (1999); Anderson et al. (1994); Oliver & Desarbo
(1988); Crosby & Stephens (1987); Hunt (1977); Ndubisi (2007); Chattopadhyay (2001); Lovelock (1991);
Johari (2009); Joseph et al. (2003); Goswami (2007); Luarn et al. (2003); Hellier et al. (2003)
15
Service quality
Beloucif et al. (2004); Gronroos (1978); Sharma & Patterson (1999); McKechnie (1992); Turnbull & Gibbs
(1987); Lewis & Chiplin (1986); Gronroos et al. (1994); Normann (1991); Hatwel (1993); Lewis (1993);
Foster & Cadogan (2000); Khare & Khare (2008); Chen & Mau (2009); Crosby et al. (1990); Garbarino &
Johnson (1999)
15
Customer lifetime Donkers et al. (2006); Kamakura et al. (1991, 2003, 2004); Knott et al. (2002); Fader & Hardie (2001);
value
Schmittlein et al. (1987); Jain & Vilcassim (1991); Pfeifer & Carraway (2000); Rust et al. (2004); Chen & Hu
(2005); Hoekstra & Huizingh (1999); Verhoef & Donkers (2001); Nair (2005); Khare & Khare (2008)
13
Customer
Bolton et al. (2004); Yuan & Chang (2001); Nair (2005); Hoffman (2002); Richard (1996); Chattopadhyay
retention
(2001); Khare & Khare (2008); Johari (2009); Hellier et al. (2003); Goswami (2007); Chen & Mau (2009);
Morgan & Hunt (1994); Gronroos (1984)
Loyalty
Guillen et al. (2008); Szybillo et al. (1979); Donkers et al. (2007); Brockett et al. (2008); Khare & Khare
11
(2008); Chen & Mau (2009); Ganesh et al. (2000); Rust et al. (2000); Woodruff (1997); Heskett et al.
(1997); Urban et al. (2000)
(Continued on next page)
Defining
Construct
TABLE 4 General Relationship Marketing Defining Constructs for the Insurance Sector
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224
Ethical codes
Commitment
Communication
Honesty
Benevolence
Reliability
Customer
characteristics
Organisational
culture
Customer
perception
7.
8.
9.
10.
11.
12.
13.
15.
14.
Defining
Construct
No.
Holden (1990); Ganesh et al. (2000); Swan & Nolan (1985); Sirdeshmukh et al. (2002); Andaleeb & Anwar
(1996)
Chen & Mau (2009); Dahlstrom et al. (1991); Dubinsky et al. (1986); Wotruba (1990); Bellizzi & Hite (1989);
Futrell (2002); Zeithaml & Bitner (2000); Ganesh et al. (2000); Gundlach & Murphy (1993)
Beloucif et al. (2004); Morgan & Hunt (1994); Dwyer et al. (1987); Kempeners (1995); Anderson & Narus
(1990); Garbarino & Johnson (1999); Anderson & Weitz (1992); Ndubisi (2007); Johari (2009)
Beloucif et al. (2004); Morgan & Hunt (1994); Moorman et al. (1993); Sharma & Patterson (1999); Clark
(1992); Krapfel et al. (1991); Chen & Mau (2009); Solomon et al. (1985)
Chen & Mau (2009); Kennedy et al. (2001); Beatty et al. (1996); Swan & Nolan (1985); Swan et al. (1999);
Swan et al. (1985); Swan et al. (1988)
Chen & Mau (2009); Roman & Ruiz (2005); Kennedy et al. (2001); Crosby et al. (1990); Law (2008)
Chen & Mau (2009); Crosby et al. (1990); Sirdeshmukh et al. (2002); Garbarino & Johnson (1999); Law (2008)
Guillen et al. (2008); Brockett et al. (2008); Ben-Arab et al. (1996); Khare & Khare (2008); Petrescu & Pop
(2009)
Nair (2005); Day (1999); Christopher et al. (2001); Chen & Mau (2009); Sirdeshmukh et al. (2002)
Authors and Year
TABLE 4 General Relationship Marketing Defining Constructs for the Insurance Sector (Continued)
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5
5
5
5
5
7
8
9
9
Number of
Citations
225
Service quality/
performance
Level of job satisfaction/
dissatisfaction/stress
(doctors/health
personnel)
Trust
2.
3.
Communication/
interactivity/
interaction
Working conditions
(doctors/health
personnel)
Relationship quality
5.
6.
7.
4.
Satisfaction
Defining
Construct
1.
No.
Number of
Citations
Gummesson (1994); Vargo & Lusch (2008); Hausman (2004); O’Connor & Shewchuk (1995);
31
Rust & Oliver (2000); Oliver (1993); Cronin & Taylor (1992); Choi et al. (2004); Chahal
(2008); Krogstad et al. (2006); Carman (2000); Butler et al. (1996); Woodside et al. (1989);
Haas et al. (2000); Agdelen & Ersoz (2007); De Wulf et al. (2001); Ndubsi (2006); Roberts
et al. (2003); Crosby et al. (1990); Bolton & Drew (1991); Storbacka et al. (1994); Geyskens
et al. (1996); Dorsch et al. (1998); Oliver (1980); Oliver & Swan (1989); Le Roy (2005);
Zeithaml et al. (1996); Peterson et al. (1997); Churchill & Surprenant (1982); Leverin &
Liljander (2006); Bolton (1998)
23
Payne & Ballantyne (1991); Oliver (1993); Bowers et al. (1994); Cheng et al. (2003); Hughes
(2003); Choi et al. (2004); Cronin & Taylor (1992); Peltier et al. (2000); Chahal (2008); Brady
& Cronin (2001); Rust & Oliver (2000); Stanowski (2009); Jovic-Vranes et al. (2008); Shakir
et al. (2007); Mrayyan (2006); Gibberd (2005); Tzeng et al. (2002); Firth-Cozens &
Greenhalgh (1997); McCue (1982); Krogstad et al. (2006); Carman (2000); Butler et al. (1996);
Woodside et al. (1989)
18
Kaur et al. (2009); Khuwaja et al. (2004); Stanowski (2009); Jovic-Vranes et al. (2008); Shakir
et al. (2007); Mrayyan (2006); Gibberd (2005); Tzeng et al. (2002); Firth-Cozens & Greenhalgh
(1997); McCue (1982); Pillay (2008); Janus et al. (2007); Haas et al. (2000); Sarp et al. (2009);
Agdelen & Ersoz (2007); Ersoz & Agdelen (2006); Haydar et al. (2007); Basri (2009)
17
Crosby & Stephens (1987); Morgan & Hunt (1994); Chahal (2010); De Wulf et al. (2001);
Ndubsi (2006); Anderson & Weitz (1989); Anderson & Narus (1990); Crosby et al. (1990);
Moorman et al. (1992); Ganesan (1994); Kumar et al. (1995); Roberts et al. (2003); Doney &
Cannon (1997); Berry (1995); Dwyer et al. (1987); MacNeil (1980); Jackson (1985)
15
Gummesson (1994); Vargo & Lusch (2008); Chahal (2010); Crosby et al. (1990); De Wulf et al.
(2001); Metcalf et al. (1992); Beatty et al. (1996); Morgan & Hunt (1994); Evans et al. (1996);
Naoui & Zaiem (2010); Anderson & Narus (1990); Berry (1995); Anderson & Weitz (1989);
Doney & Cannon (1997); Roberts et al. (2003)
Stanowski (2009); Jovic-Vranes et al. (2008); Shakir et al. (2007); Mrayyan (2006); Gibberd
13
(2005); Tzeng et al. (2002); Firth-Cozens & Greenhalgh (1997); McCue (1982); Sarp et al.
(2009); Agdelen & Ersoz (2007); Ersoz & Agdelen (2006); Haydar et al. (2007); Hasturer
(2009)
Crosby et al. (1990); Lagace et al. (1991); Dorsch et al. (1998); Hewett et al. (2002); Johnson
12
(1999); Roberts et al. (2003); Berry (1995); Liljander & Stransvick (1995); Storbacka et al.
(1994); Hennig-Thurau & Klee (1997); Bagozzi (1984); De Wulf et al. (2001)
(Continued on next page)
Authors and Year
TABLE 5 General Relationship Marketing Defining Constructs for the Health Care Sector
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226
Value creation
Benevolence
Care and concern
(physician/nursing/
staff)/friendliness/
helpfulness
Recommendation
Repatronization
Ethical profile
Opportunism
Organisational/firm
performance
Patient (customer)
behaviour
Management/
administration
11.
12.
13.
14.
15.
16.
17.
18.
20.
19.
Commitment
Relational contact
(duration/frequency
of relationship)
Affective conflict/
conflict resolution
Defining
Construct
10.
9.
8.
No.
Hausman (2004); Ruyter & Bloemer (1999); Ruyter et al. (1998); Kotler (1998); Peltier et al.
(2000); Chahal (2008)
Hausman (2004); Ruyter & Bloemer (1999); Ruyter et al. (1998); Kotler (1998); Peltier et al.
(2000); Chahal (2008)
Lagace et al. (1991); Bejou et al. (1996); Wray et al. (1994); Dorsch et al. (1998); Roberts
et al. (2003)
Williamson (1975); Roberts et al. (2003); Morgan & Hunt (1994); Dwyer et al. (1987); Dorsch et
al. (1998)
Gummesson (1994); Vargo & Lusch (2008); Zeithaml et al. (1996); Peltier et al. (2000); Chahal
(2008)
Cheng et al. (2003); Hughes (2003); DiMatteo et al. (1993); Spector et al. (1998); Korsch
et al. (1968)
Chahal (2010); Veillard et al. (2005); Firth-Cozens & Mowbray (2001); Davies et al. (2000);
Krogstad et al. (2006)
Crosby et al. (1990); Ganesan (1994); Doney & Cannon (1997); Swan et al. (1999); Lagace
et al. (1991); Naoui & Zaiem (2010); Kumar et al. (1995); Dwyer et al. (1987); MacNeil (1980);
Jackson (1985); Hennig-Thurau et al. (2002)
Raven & Kruglanski (1970); Gaski (1984); Laurent & Christel (2004); Ndubsi (2006); Dwyer
et al. (1987); Brown et al. (1991); Kumar et al. (1995); Zeithaml et al. (1996); Perrien et al.
(2003); Roberts et al. (2003)
Beaton & Beaton (1995); Chahal (2010); De Wulf et al. (2001); Ndubsi (2006); Berry &
Parasuraman (1991); Morgan & Hunt (1994); Kumar et al. (1995); Geyskens et al. (1996);
Fournier (1998); Roberts et al. (2003)
Lusch et al. (2008); Payne et al. (2008); Vargo & Lusch (2008); Chahal (2010); Naoui & Zaiem
(2010); Morgan & Hunt (1994); Evans et al. (1996); Lagace et al. (1991); Liu & Leach (2001)
Rempel et al. (1985); Anderson & Narus (1990); Ganesan (1994); Kumar et al. (1995); Roberts et
al. (2003); Geyskens et al. (1998); Lagace et al. (1991); Williamson (1983); Crosby et al. (1990)
Tucker & Adams (2001); Dufrene (2000); Chahal & Sharma (2004); Chahal (2008); Bansal
et al. (2004); Meyer & Herscovitch (2001); Kaur et al. (2009); Agdelen & Ersoz (2007)
Authors and Year
TABLE 5 General Relationship Marketing Defining Constructs for the Health Care Sector (Continued)
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5
5
5
5
5
6
6
8
9
9
10
10
11
Number of
Citations
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A. K. Agariya and D. Singh
227
FIGURE 2 Classification of the Relationship Marketing Literature. Source: Lindgreen (2001).
and Mattsson (1982) were the first to define this term. Harker (1999) did
a similar kind of work by including 26 definitions and proposed his own
definition after analyzing them.
For the further enhancement of his work, an additional 45 definitions
were identified and summarised. All together 72 definitions proposed
from 1982 to 2010 were identified and summarised in chronological order
(Table 1).
A total of 146 defining constructs were identified and analyzed for their
importance based on the number of citations. A minimum of 10 citations
was considered the qualifying criterion for a general defining construct from
the papers analyzed. The analysis revealed 50 defining constructs, which are
given in Table 6. These defining constructs are listed in descending order
of their frequency of citation. All 50 defining constructs belong to general
relationship marketing, and all were included a minimum of 10 times or
more by previous researchers. Again, a further classification of the papers was
done to identify the sector-specific relationship marketing defining constructs
across three industry segments, namely banking, insurance, and health care
(see Tables 7–9).
These three sectors were chosen because (a) the majority of the research
papers in relationship marketing are found under one of these sectors and
(b) the services sector performed better during 2009–2010, mainly on the
back of the stimulus package provided by the Indian government and the
continuance of incentive measures, including retaining the service tax at 10%
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228
What Really Defines Relationship Marketing?
in the union budget. According to a 2011 survey done by the Confederation
of Indian Industry, the Indian banking industry has emerged as the biggest
contributor to the growth of the services industry, recording excellent growth
rates (>30%). The high growth category (10%–20%) includes sectors like
health care and insurance.
The qualifying criterion for a factor to be included in the study was a
minimum of five citations. The reason for accepting 5 and not 10 citations is
because of the sector specificity of the factors.
Chai (2006) found the defining constructs in the e-banking sector in the
Malaysian context. As shown in Table 7, a total of 18 defining constructs
were identified and are listed in descending order of their importance in the
banking sector.
As shown in Table 8, a total of 15 defining constructs were identified and
are listed in descending order of their importance in the insurance sector.
As shown in Table 9, a total of 20 defining constructs were identified and
are listed in descending order of their importance in the health care sector.
DISCUSSION AND CONCLUSION
A total of 72 definitions of relationship marketing are summarised in the
present study, although the definitions differ somewhat because of the different contextual scenarios in which they were proposed. But the core of all
definitions revolves around acquisition, retention, profitability enhancement,
a long-term orientation, and a win–win situation for all stakeholders of the
organization. Even though plenty of work has been done in the area of relationship marketing by prominent researchers, it is fair to say that a clear
picture of relationship marketing has yet to emerge. In view of this, the current study provides valuable insights into general as well as sector-specific
constructs of relationship marketing. The six most often cited defining constructs are trust, satisfaction/experience, loyalty, commitment, service quality,
and communication. Those were included more than 50 times by different
researchers in their work. Except for commitment and loyalty, these defining
constructs confirm the findings of a previous research study (T. Conway &
Swift, 2000), especially in the case of the international context.
A total of 50 identified defining constructs belonged to a general relationship marketing category across different geographical and cultural contexts
along different industry verticals. Three different sectors were chosen to analyze the sector-specific dimensions: banking, insurance, and health care. In
general, 50 defining constructs were identified. Specifically, 18, 15, and 20
defining constructs were identified in the banking, insurance, and health care
sectors, respectively. The qualifying criterion for a defining construct to be
included in the study was a minimum of 10 citations for general defining constructs and 5 citations for sector-specific defining constructs in relationship
229
A. K. Agariya and D. Singh
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TABLE 6 General Relationship Marketing Defining Constructs
No.
Defining Construct
Number of Citations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
Trust
Satisfaction/experience
Loyalty
Commitment
Service quality
Communication
Empathy/customer orientation
Relationship quality/value/duration
Reciprocity
Culture
Role of customer service personnel
Repurchase intentions/reluctance to search
Key customer lifetime value identification
Customer retention
Customer perceived value
Knowledge management
Security/privacy
Technology
Convenience/ease of use
Reliability
Responsiveness
Conflict handling
Level of job satisfaction/dissatisfaction/stress
Brand
Profitability
Data mining
Bonds
Ethical codes/profile
Word of mouth
Working conditions
Information exchange
Benevolence
Collaboration
Innovativeness
Personalization
Service recovery
Tangibles
Interdependence
Availability
Queuing system
Aesthetics
Store layout
Competitor orientation
Share of purchases/cross-buying
Relationship investment
Price
Assurance
Cooperation
Long-term relationship orientation
Shared values
167
163
84
71
66
57
38
33
29
29
29
26
26
25
25
24
23
21
21
20
20
18
18
17
15
15
14
14
14
13
13
13
13
13
12
12
12
12
12
11
11
11
11
11
11
11
10
10
10
10
230
What Really Defines Relationship Marketing?
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TABLE 7 Defining Constructs Specifically Catering to the Banking Sector
No.
Defining Construct
Number of Citations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Trust
Satisfaction/experience
Customer loyalty
Service quality
Role of customer service personnel
Security/privacy
Ease of use
Customer retention
Technology
Brand
Communication
Responsiveness
Price
Customer value
Innovativeness
Competence
Empathy
Word of mouth
45
44
32
30
17
12
12
12
11
10
9
9
8
7
7
6
5
5
marketing. Among the identified defining constructs in general as well as the
sector-specific defining constructs, trust, satisfaction, and service quality were
in the top 5. This clearly shows how important these defining constructs are.
The top 10 defining constructs of general relationship marketing are
trust, satisfaction/experience, loyalty, commitment, service quality, communication, empathy/customer orientation, relationship quality/value/duration,
reciprocity, and culture. These defining constructs should be duly taken care
of by firms/organizations to achieve success in the marketplace.
TABLE 8 Defining Constructs Specifically Catering to the Insurance Sector
No.
Defining Construct
Number of Citations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Trust
Satisfaction
Service quality
Customer lifetime value
Customer retention
Loyalty
Ethical codes
Commitment
Communication
Honesty
Benevolence
Reliability
Customer characteristics
Organisational culture
Customer perception
26
19
15
15
13
11
9
9
8
7
5
5
5
5
5
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A. K. Agariya and D. Singh
TABLE 9 Defining Constructs Specifically Catering to the Health Care Sector
No.
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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Defining Construct
Satisfaction
Service quality/performance
Level of job satisfaction/dissatisfaction/stress (doctors/health
personnel)
Trust
Communication/interactivity/interaction
Working conditions (doctors/health personnel)
Relationship quality
Relational contact (duration/frequency of relationship)
Affective conflict/conflict resolution
Commitment
Value creation
Benevolence
Care and concern
(physician/nursing/staff)/friendliness/helpfulness
Recommendation
Repatronization
Ethical profile
Opportunism
Organisational/firm performance
Patient (customer) behaviour
Management/administration
Number of Citations
31
23
18
17
15
13
12
11
10
10
9
9
8
6
6
5
5
5
5
5
For the banking sector the important defining constructs were trust,
satisfaction/experience, customer loyalty, service quality, role of customer service personnel, security/privacy, ease of use, customer retention, technology,
and brand. All of these defining constructs were included a minimum of 10
times by previous researchers. This clearly indicates the importance of these
constructs. All together, these 10 defining constructs should be duly taken
care of while practicing relationship marketing specifically in the banking
sector. For the insurance sector a total of 15 defining constructs were identified. Out of these, six constructs, namely trust, customer satisfaction, service
quality, customer lifetime value, customer retention, and customer loyalty,
were included more than 10 times by previous researchers in the context of
the insurance industry. For the health care sector, 20 defining constructs were
identified, out of which 10 were included a minimum of 10 times or more:
customer satisfaction, customer service quality/performance, level of job satisfaction/dissatisfaction/stress (doctors/health personnel), trust, communication/interactivity/interaction, working conditions (doctors/health personnel),
relationship quality, relational contact (duration/frequency of relationship),
affective conflict/conflict resolution, and commitment. This clearly indicates
the importance of these factors in the health care industry.
All of the defining constructs in general as well as the sector-specific
defining constructs are important for organizations to keep in mind while implementing relationship marketing practices. Business organizations should
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What Really Defines Relationship Marketing?
give due attention to these defining constructs so that the rate of successful relationship marketing implementation can be enhanced. Organizations
should identify their key customer base and implement appropriate relationship marketing strategies to obtain the competitive advantage in the
marketplace. This can be illustrated by the hotly discussed Pareto 80/20 rule,
which means that 80% of a firm’s profit comes from 20% of its customers
(Hoffman & Kashmeri, 2000; Ryals & Knox, 2001).
As mentioned by Sin et al. (2005), it is no longer advisable for researchers or practitioners to state that the key to successful marketing is
long-term relationship development and the creation of a win–win situation
for all the parties involved without giving a comprehensive view about what
actually constitutes relationship marketing. In this context this study bridges
the aforementioned gap by critically analyzing and incorporating various
definitions and defining constructs of relationship marketing.
In addition, this work has also incorporated sector-specific dimensions
specifically catering to banking, insurance, and health care, which are the
backbones of developing countries like India. The main limitation of the
study is its generalizability to the whole sphere of relationship marketing
because of the vast literature availability and other research database and
resources which are not considered in the study. Future research can incorporate other research databases and resources, as in this study only
three sector-specific constructs were considered. This study can be enriched further by including the defining constructs of many other sectors of
industry.
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