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Two decades of the Journal of Marketing Channels : Impacting the present and
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Two decades of the Journal of Marketing Channels:

Impacting the present and directing the future of
marketing channel research

James E. Zemanek Jr., Erik Christopher Taylor, Trang Phuc Tran & David Carl
Loomis

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JOURNAL OF MARKETING CHANNELS
https://doi.org/10.1080/1046669X.2019.1647914

Two decades of the Journal of Marketing Channels: Impacting the present

and directing the future of marketing channel research
James E. Zemanek Jr., Erik Christopher Taylor, Trang Phuc Tran, and David Carl Loomis
Department of Marketing and Supply Chain Management, College of Business, East Carolina University, Greenville, NC, USA

ABSTRACT KEYWORDS
For over 25 years, the Journal of Marketing Channels has been a hub for marketing channel Thematic review; citation
research. Today, over 4000 citations of JMC articles exist in periodicals and publications analysis; franchising;
from the field of marketing and beyond. In this work, we conduct a citation analysis of the marketing strategy; supply
chain; international
most cited articles published in JMC and how the topics they reflect have changed through- channels; JMC article
out the years of the journal’s existence. We then thematically review the areas in which the categories; JMC
journal has had the greatest influence, drawing both from specific works as well as the article citations
overall trends in research appearing in JMC since its inception. Five major themes have
been identified including franchising, multichannel marketing, supply chain management,
online environment, and international channels. Major obstacles in marketing channels have
been addressed in this analysis. We conclude with a look toward JMC’s bright future in
shaping our understanding of marketing channels.

In the quarter-century-plus that the Journal of
Marketing Channels has served as a home to impactful
marketing channels research, hundreds upon hun-
dreds of articles, reviews, and editorials have informed
readers of important findings and trends in marketing
research and these pieces have played a vital role in
shaping the field’s understanding of marketing and
marketing channel management. In fact, when we set
out to investigate the overall impact the journal has
had on the field, we were overwhelmed by the sheer
volume of citations the journal has garnered, with
well over 4000 citations of JMC work appearing in
various peer-reviewed periodicals and publications in
the Google Scholar1 citation database by the end of
2018. To get a more precise sense of this impact and
what trends have driven both the success of the JMC
and the field, we analyzed the citation rates of the 100
most impactful research articles to appear between the
covers of the journal.
We started by looking at how this impact has
flowed across the years of the journal’s existence. By
taking a per-article average of the number of citations
for these key research pieces across the years, we can
begin to trace the JMC’ impact. Figure 1 graphically
depicts this flow. One thing that we learned in doing
such an analysis is the role that the JMC’s special
issues have played in influencing the field as a whole.
For instance, a sharp increase in per-article citation
rates arises in 1995, driven in large part by the first
special issue on franchising in the JMC. In fact, simi-
lar peaks can be viewed in 2002/2003 and again in
2010 with subsequent special issues on franchising.
The journal’s impact in 2003 and 2004 was driven by
a series on industrial distribution and in 2009 by a
special issue on disruption.
These trends are also clear in Figure 2, which plots
the JMC’s most impactful articles by category. While
highly influential topical areas such as franchising,
strategy, and global issues can be traced across the
range of years—despite the occasional spike—other
areas emerge over time. Online and disruption-related
articles, for instance, begin appearing at increasing
rates shortly after 2000. Topics such as multichannel
marketing and relational marketing, however—despite

CONTACT James E. Zemanek Jr. zemanekj@ecu.edu Department of Marketing and Supply Chain Management, College of Business, East Carolina
University, Greenville, NC 27858–4353, USA.
This article was accepted under the editorship of Neil Herndon.
Color versions of one or more of the figures in the article can be found online at www.tandfonline.com/wjmc.
1
We elected to use Google Scholar as our citation database mostly because of its ease of use, particularly its reliable source of links between other
articles and journals. We note, however, that detailed empirical analysis (i.e. Harzing & Alakangas, 2016) suggests there is quite a little difference among
the major databases that track citations, namely, Google Scholar, Scopus, and Web of Science. Even data on the speed at which citations are registered
in the databases shows very little difference between them (Moed, Bar-Ilan, & Halevi, 2016).
ß 2019 Taylor & Francis Group, LLC
2 J. E. ZEMANEK ET AL.

Figure 1. Average per-article citation rates for the 100 most impactful JMC articles.

200

180

160

140

120

100

80

60

40

20

0
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Disruption Strategy Franchising
Global Power Relational
Multichannel SCM/Logistics Online
Figure 2. Citation rates by category for the 100 most impactful JMC articles.

their consistent importance in the JMC and in the
marketing research as a whole—appear to become less
impactful in place of these more emergent topics.
In the sections that follow, we address each of these
topical areas in greater detail with a qualitative review
of important research pieces and trends in JMC
research. We then conclude with a look at JMC’s
future in shaping marketing channels research.
Franchising
Franchising as a form of business agreement has
grown exponentially, from isolation to a handful of
retailing industries, through a surge in new industries
in the mid 2000s and ultimately, into a multi-trillion
dollar economic force with tens of millions of employ-
ees around the world (Combs, Ketchen, Shook, &
Short, 2011; Rosado-Serrano, Dikova, & Paul, 2018).
JMC has been actively involved in advancing the
understanding of this phenomenon since its very first
volume. In those pages, Mehta, Wickramasuriya, and
Richmond (1992) wrote about how pursuing market
growth in a developing economy is significantly expe-
dited through franchising, especially as retailer-owners
worked with the franchisor to improve delivery speed
and return policies. Likewise, Kaufmann (1992)
offered one of the first formalizations of sequential
rules for optimizing the performance of multi-unit

franchisees, while Storholm and Kavil (1992) provided
an early assessment of growth barriers faced by U.S.
firms expanding internationally through franchising,
emphasizing efficiency in screening and selecting fran-
chisees and developing reliable overseas distribu-
tion networks.
As interest in franchising increased among both
scholars and businesses, JMC remained at the fore-
front of the discussion with a special issue on fran-
chising in 1995—an issue that included some of the
first in-depth analyses of the supply chains and distri-
butional efficiencies and inefficiencies of multi-unit
systems and how multi-unit franchises are fundamen-
tal to firm growth (Bradach, 1995; Kaufmann & Kim,
1995). Also noteworthy from the special issue was
Stanworth’s (1995) consideration of the mindset of
franchisees. In that impactful work, the author finds
that franchisees often have the mindset of an entre-
preneur as opposed to a manager or employee,
regardless of the autonomy assigned by the franchise
agreement. However, thinking in such ways has
important implications for franchisee behaviors,
including responding with more expediency to quality
control issues and customer service than the fran-
chisor can muster.
With a second special issue and over 200 published
articles addressing franchising and franchise issues,
JMC remained at the forefront inquiry into this area
in the first five years of the 21st century, with a num-
ber of influential articles continuing the themes men-
tioned above (e.g. Pappu & Strutton, 2001; Weaven &
Frazer, 2003) and several new themes emerging as
well. For instance, power and control became a tool
for understanding franchise relationships and success.
Studies published in JMC demonstrated that authori-
tative control and normative processes tend to best
predict retail sales revenues (Nygaard & Dahlstrom,
2000). The details of these studies discussed methods
of reducing information asymmetry and monitoring
costs in franchising relationships (Dickey, 2003; Sen,
2001), and investigated how clear guidelines and regu-
lations for franchise relationships increase important
constructs such as honesty, commitment, and the bal-
ance of power (Lim & Frazer, 2002; Windsperger,
2002). Other important advancements arose as schol-
ars investigated encroachment in the face of multi-
brand expansion (du Toit, 2003), showed advertising
royalty agreements offer benefits over fixed-fee adver-
tising arrangements (Rao & Srinivasan, 2001) and
explored franchising as a form of international market
entry from multiple theoretical perspectives (e.g.
Dimou, Chen, & Archer, 2003).
JOURNAL OF MARKETING CHANNELS 3
International franchising remained a central theme
in JMC in the latter half of the 2000s and into the
2010s. Published articles investigated the strengths of
international expansion via franchising as strategic ini-
tiative (Preble & Hoffman, 2006), assessed the differ-
ent needs of foreign franchises as compared to
domestic ones (McIntyre, Gilbert, & Young, 2006;
Nygaard & Dahlstrom, 2000), developed models for
implementing successful international franchises
(Ming-Sung Cheng, Ying-Chao Lin, Tu, & Wu, 2007),
and investigated the franchising potential of new and
emerging markets (e.g. Alharbi, 2014; Binh & Terry,
2011; Dant, Jeon, Mumdziev, & Windsperger, 2016;
Wang, Zhu, & Terry, 2008). A third special issue on
franchising emphasized the international nature of
franchising, with notable contributions, including a
substantial review of the state of the research by Dant
and Gr€ unhagen (2014) and Merrilees’s (2014) insight-
ful analysis of the evolution of theory in this research
space, in addition to several empirical analyses.
While international franchising is certain to remain
a prominent area of contribution for JMC, other areas
with the growing potential are social franchising and
franchise relationships. A handful of articles have
looked at franchising as a means of relieving social ills
and pressures while pursuing financial and market
success (Crawford-Spencer, 2015; Crawford-Spencer &
Cantatore, 2016; Zafeiropoulou & Koufopoulos, 2013).
Likewise, JMC has been on the leading edge of the
increasing emphasis on relationship marketing,
exploring the importance of relationship values
(Watson & Johnson, 2010), considering means to limit
opportunism between partners (Brown, Krishen, &
Dev, 2014), and housing a thoughtful discussion of
the good and bad of franchising in the face of its
meteoric growth (Bellin, 2015, 2016).
Marketing strategy
As with many other research topics, JMC has played a
prominent role in addressing marketing strategy since
its inception. In fact, Curry and Moutinho (1991), in
the very first issue of JMC, extolled the value of for-
malizing the knowledge of a channel’s end-user in
developing rules to govern strategic site location deci-
sions. Other early contributions include studies on
information and communication systems in marketing
channels as strategic assets (El-Ansary, 1992), direct
selling channels (Albaum, 1992; Enis, 1992; Reuer &
Kearney, 1994; Schwartz, 1992), complementarity
between strategy and channel structure (Baker &
Hawes, 1993;Potjes & Thurik, 1992; Shaw & Gibbs,
4 J. E. ZEMANEK ET AL.
1997), and relationship management strategies within
supply chains (Doucette & Wiederholt, 1996;
Ramaswami & Srinivasan, 1998).
Given its focus, few will be surprised that many of
JMC’s more influential articles addressing marketing
strategy deal specifically with the application of strat-
egy to marketing channels. Van der Veen and Van
Ossenbruggen (2015), for instance, investigate the
impact of customers’ navigating multiple channels
during purchasing decisions and provide a model for
firms to implement multichannel strategies based on
customers’ search strategies. Dimitrova and
Rosenbloom’s (2010) impactful discussion of strategic
global channel management suggests disaggregating
the normal considerations of standardized or adapted
marketing mix strategy to focus on different distribu-
tion behavior and institutional rigidity based on dif-
ferent cultural norms and standards, as well as
international functional fragmentation, which limit a
firm’s ability to utilize a standardized channel strategy
across global markets. In addition, in one of JMC’s
most frequently-cited articles, Mentzer and Williams
(2001) developed a theoretical framework for leverag-
ing superior logistics services to achieve competitive
advantage—especially in dynamic environments—
providing evidence that developing an infrastructure
focused on logistics leverage can be a significant and
sustainable source of competitive advantage for firms
in many different markets.
JMC has also played a crucial hand in advancing
knowledge with respect to strategic relationship man-
agement. Two notable entries in this space include
Eng’s (2005) contrast between the traditional indus-
trial-organizational perspective of linear strategy
development and a network-based approach wherein
conceptualizing firms as located within borderless,
dynamically integrated entities in which strategic
actions are most effective when considered within the
framework of network interdependence. Eng (2005)
offers several levels of network context to consider as
a means of exacting better theoretical explanations for
strategic actions within these networks. Also note-
worthy is Bordonaba-Juste and Polo-Redondo’s (2008)
adaptation of the business-to-business relationship
marketing paradigm to franchising relationships. In
this work, the authors investigate the advantages of
relational strategies within the franchising chain, find-
ing that following such strategies increases franchisee
satisfaction through commitment and rela-
tional norms.
While JMC is likely to remain an important outlet
for these discussions and considerations as it moves
into its next quarter-century, two other areas that will
figure prominently are the strategy in the global con-
text and strategy in a connected world. Indeed, the
special issues on these topics are forthcoming for the
journal in the very near future.
Multichannel marketing
A more recently emerging influential topic is that of
multichannel retailing and strategy. Addressing the
increasingly complex marketing environment necessi-
tates a shift from classical thinking toward an under-
standing of consumer choice behavior, given the
availability of so many readily-available marketing
channels. Shim, Eastlick, and Lotz (2004) investigated
this phenomenon and found as many as nine possible
ways to segment customers based on their behavior in
the search process, focusing especially on the import-
ance of understanding consumers’ technological
sophistication and sought benefits as important varia-
bles for retailers to assess and understand. Kim, Park,
and Pookulangara (2005) also focused on the con-
sumer in the multichannel environment by assessing
attitudes toward, and perceptions of, retail attributes
across channels. The authors were able to demonstrate
that cost, convenience, and privacy affects channel
preferences and offers retailers key insights on how to
manage these attitudes across marketing channels.
Kwon and Jain (2009) carried this work forward by
focusing on consumer motivations. In a large-scale
study of US consumers, the authors compare and con-
trast hedonic and utilitarian motivations as predictors
of multichannel shopping, finding that hedonic moti-
vations are more influential in predicting high-level
multichannel shopping. Scholars have also investigated
the effects of hedonic and utilitarian value perceived
across marketing channels, emphasizing that retailers
must strategically manage multiple channels in order
to differentiate them and increase perceived value in
the eyes of consumers (Yu, Niehm, & Russell, 2011).
Insightful and influential articles in the JMC also
emphasized the role of the retailer in the multichannel
environment. One such study demonstrated the
importance of deliberate inter-channel coordination as
a means of successfully reaping the benefits of out-
sourced online channel functions (Pentina & Hasty,
2009). Another work on this topic showed that under-
standing and managing the dimensionality of multi-
channel integration and management can increase
customer loyalty, especially with successful cross-
channel integration, email marketing, and consistent
customer service (Lee & Kim, 2010). In all, JMC has

helped shape understanding multichannel marketing,
and will likely occupy a prominent role in advancing
knowledge in the future.
Supply chain management
Given the focus and purpose of the journal, few will
be surprised that JMC has served as a hub for
research on supply chain management and logistics.
Developments emerging in this theme within the
pages of JMC have tended to fall along with themes
that often shadow the broader topical trends of the
field. For instance, the contribution of supply chain
management to overall organizational strategy and of
a strategic orientation toward supply chain manage-
ment, has been a recurrent focus. As noted above,
El-Ansary’s (1992) work in the first volume of JMC
provided a framework for assessing and understanding
the strategic contributions of information and com-
munication within marketing channels. Similar contri-
butions emerged with respect to human resource
management (e.g. Richey & Wheeler, 2004; Samli &
Ongan, 1996), adding value through partner selection
and management (e.g. Chen, Zemanek, Mai, & Tian,
2015; Hingley, 2004; Siguaw & Simpson, 2004).
Likewise, adaptations and opportunities in emerging
markets and foreign contexts has received a great deal
of attention, whether in Europe (e.g. Papavassilou,
Archontoulis, Sharma, & Liu, 2005), Asia (e.g. Chan,
2008; Sohail, Anwar, Chowdhury, & Farhat, 2005), or
Africa (e.g. Dadzie, 2015).
While these contributions cross multiple research
fronts, several specific contributions warrant mention,
as well, such as those that address ethical issues in
logistics. Twede and Clarke (2004), for instance, inves-
tigated reusable and returnable packaging and ship-
ping containers as a means of reducing costs and
waste. Though not appropriate for all uses and indus-
tries, given the increased up-front costs of such pack-
aging, the authors demonstrate through two case
studies that, with careful planning and investment,
reusable packaging can reduce costs to the firm while
simultaneously eliminating environmental damage due
to waste disposal. In a special issue on ethics and cor-
porate social responsibility in supply chain manage-
ment, Gillespie and Rogers (2016) provide empirical
evidence that sustainable supply chains increase con-
sumer brand evaluations. Gonzalez-Padron (2016) also
discussed the importance of following through sus-
tainability with superior auditing practices, emphasiz-
ing audit follow-through and inter-organizational
relationship management as a means of ensuring that
JOURNAL OF MARKETING CHANNELS 5
supply chain partners meet the social and environ-
mental expectations of firms and their customers. Yet,
despite these recent advancements, emphasis on eth-
ical and sustainable supply chain management is likely
to be a growth area for JMC in the near future.
One final area that figures to play an important
role in the future of supply chain management
research is the co-creation of value. While JMC has
hosted important research in emphasizing customer
value—for instance, Samli, Pohlen, and Jacobs’s (2006)
comparison of out-of-store versus in-store logistics—
the role of the customer in designing the product and
service experience are growing and recent research in
JMC has emphasized this. Bahn, Granzin, and
Tokman (2015) conducted four exploratory studies
that investigate the implantation of technologies that
allow final consumers to be involved in the processes
of ordering, selecting product materials, and selecting
distribution outlets. While the opportunity for future
work is quite large in this area, the authors conclude
that placing consumers at the focal point of value cre-
ation is likely to be fundamental to the emerging ser-
vice-dominant logic of today’s supply chain
environment.
The online environment
In the quarter-century lifespan of JMC, the use of the
internet has gone from a niche that was limited to
only a few large firms to an ubiquitous part of life
and business. In that time, published studies have pro-
gressed from analysis of retailer websites (e.g. Griffith
& Gray, 2002; Griffith & Krampf, 1998), awareness of
the disruptive power of the internet (e.g. Gulati,
Bristow, & Dou, 2002; Tamilia, Senecal, & Corriveau,
2002), and analysis of how the internet impacts rela-
tionships between supply chain partners (e.g. Chen,
Griffith, & Wan, 2004; Wrenn & Withey, 2004), to
awareness of cultural differences with online experien-
ces (e.g. Horne, Nickerson, & DeFanti, 2015; Lee &
Huddleston, 2006; Song, Swaminathan, & Anderson,
2015) and full integration of the online environment
as part of a multichannel strategy (e.g. Cliquet &
Voropanova, 2016; Harrison & Hair, 2017; Shen, Cai,
& Guo, 2016).
While the internet’s influence and effects on chan-
nel marketing continue to evolve, recent and upcom-
ing special issues in JMC highlight areas that are
likely to have a major impact on the field. One such
area that is directly impacted by the online evolution
is the sharing economy. In JMC’s special issue on the
topic, authors elucidated how emerging technologies
6 J. E. ZEMANEK ET AL.
are facilitating the rise of the sharing economy and
disrupting a wide range of industries, from transporta-
tion to health care (Crittenden, Crittenden, &
Crittenden, 2017), detailed precisely how digital mar-
keting channels facilitate such disruptions (Key, 2017),
and provided a thoughtful exploration of the regula-
tory challenges faced by suppliers in this emerging
market form (Thorne & Quinn, 2017). A forthcoming
special issue will further investigate how online chan-
nels are affecting B-to-B and B-to-C marketing con-
texts, with a special emphasis on the collaborative
opportunities provided by the online context. Similar
upcoming special issues will investigate how these
changes and disruptions affect franchises—especially
in an international context—as well as how “big data”
can be utilized to assess and evaluate retail perform-
ance. Thus, despite the noted contributions in this
area, a great amount of work is forthcoming.
International channels
International marketing channels have attracted JMC
scholars since the journal’s inception with scholars
attending to both developed and developing markets.
Pellegrini’s (1991) pioneering work centers, for
instance, on the European market and investigates
why European retailers invest overseas, finding a
strong relationship between investment motives and
innovation in foreign direct investment (FDI). For
instance, firms that hit growth ceilings in core mar-
kets at home demonstrate a tendency to invest in a
foreign firm as a means of geographically diversifying.
On the other hand, when such FDI options are lim-
ited, firms tend to diversify into other, similar retail-
ing lines at home. Work on the European market has
continued into more recent years, as well, with Price
(2004) assessing how strong distributors in the transi-
tional Kazakh environment affect FDI. Dimitrova,
Rosenbloom, and Larsen Andras (2015) assessed the
effects of channel structure on FDI with data from 79
countries over a thirteen-year period in support of
findings that a country’s level of economic develop-
ment affects the nature of FDI. For example, restric-
tions in developing nations that often require
companies making FDIs to also an investment in dis-
tribution infrastructure upgrades or limit the ability of
foreign companies to own land and property in the
foreign nation. The authors show that these economic
development factors moderate the relationship
between FDI and retail channel structure in terms of
infrastructure and competitive intensity.
Japan, as one of the most industrialized countries
in Asia, also attracts a great deal of attention from
scholars through JMC’s existence. Potjes and Thurik
(1991), for instance, through two studies of nearly one
thousand establishments under the management of 18
different Japanese supermarket chains, found that
labor costs are a major factor affecting channel struc-
ture in the Japanese market as it directly influences
service levels. In the early years of the journal, Tajima
(1994) also focused on the Japanese market for its
unique ability to fend off FDI owing to its unique set
of business practices and public protection of home-
land corporation, though Kakeda (1994) noted that
Japan increasingly was beginning to resemble Western
nations and moving towards a more open environ-
ment. Innovations are key drivers leading to the phe-
nomenal development of retailing systems in
Singapore (Mehta, Wickramasuriya, & Richmond,
1992). By examining the case of Provision Suppliers
Corporation (PSC), a wholesaling organization that
sells a variety of products to provision shops in
Singapore, the authors show that improvement in
productivity is derived from the harmonious combin-
ation of a franchised connection with the independent
individual operation.
International wholesales are well documented in
JMC’s research. Wholesalers, as a channel intermedi-
ary, have performed functions that link both buyers
and sellers around the world, so cross-border transac-
tions can be accomplished. By being involved in a var-
iety of functions and activities, wholesalers develop
such significant flows as product, ownership, promo-
tion, negotiation, financing, risking, ordering, and
payment. When global transactions take place, inter-
national wholesalers are taking a more important role
(Rosenbloom & Andras, 2008). Understanding this
increasing role, Samli (2007) encouraged researchers
to pay more attention to wholesalers and their role in
the marketing channel, especially the post-industrial-
ized era. As the authors pointed out, wholesalers not
only relieve manufacturers of marketing costs spent to
maintain a relationship with the downstream custom-
ers, but also enable manufacturers to gain a 20%
profit without the sacrifice of quality.
Winning trust among international channel mem-
bers is a major concern once channel members find a
global wholesaler. Trust is perceived as a key factor
that manufacturers could use to select an international
wholesaler. The question of how to build a trust-
worthy partnership has been addressed by marketing
channel scholars. Koojaroenpaisan & Peterson (1997)
found that factors affecting trust were different in

different cultures. In their study of Asian and
American manufacturers, they indicated that some
factors work in one culture did not necessarily work
in another culture and suggested that cross-cultural
researchers and marketers be careful when they
attempted to apply strategies improve trust among
global channel members.
Trust paves the way for a strong relationship to
establish. Drawing on trust-commitment theory,
Labahn’s (1999) study of the manufacturer-distributor
relationship between American and Mexican partners
suggested that the relationship could be established
based on trust and commitment. Furthermore,
Schmitz & Wagner (2007) discovered in a study of
European wholesalers that key drivers of satisfaction
include trust, commitment, and conflict control and
emphasized that the relationship is moderated by two
contextual variables competitive intensity and out-
put control.
Some scholars attempted to understand a number
of drivers impacting channel relationship. For
instance, drawing on a view of psychic distance (i.e. if
firms are “far apart”, they have greater psychic dis-
tance), Magnusson & Boyle (2009) help answer a con-
troversial question of whether cultural similarity
affects the relationship among international channel
members. The authors confirmed that the effect of
psychic distance on the relationship could be negative
at an early stage, however, the effect could be positive
at a later stage. Other researchers explored the out-
comes of the relationship. For example,
Bandyopadhyay & Robicheaux (1997) investigated
how supplier-dealer relationalism drives dealer satis-
faction in India and American businesses and found
that trust and mutuality are positively associated with
satisfaction in American businesses while flexibility is
in Indian businesses.
Nevertheless, long-term relationship among inter-
national members cannot establish if conflicts exist.
Cultural difference plays a role in causing conflict in
international cooperation of channel members. The
extent to which conflicts affect an organization’s oper-
ation depends on sources from which the conflict
comes, including role clarity, expectation divergence,
goal difference, or competition over channel resources
(Gailey & Young, 2012). A conflict has three distinct
features: it is an inseparable behavioral dimension of
marketing channel, it develops due to a number of
reasons and exists in all channel members and it has
an impact on channel’s efficiency, positively or nega-
tively (Rosenbloom & Andras, 2008 in Gailey &
Young, 2012)
JOURNAL OF MARKETING CHANNELS 7
However, conflicts could be mitigated if the organi-
zations are managed by typical leadership styles (par-
ticipative, supportive, and directive) (Mehta et al.,
1992), or control acceptance – an effort integrating
the wholesaler’s provision of information, desire for
decision autonomy and retailer’s supply dependence,
is suggested to help international wholesalers cope
with uncertainties to stay competitive (Merritt &
Redmond, 1995). Sachdev, Bello, & Verhage (1995)
has a unique view by confirming that export manufac-
turer’s involvements play a role in intensifying or less-
ening channel conflict. As the authors noted, conflict
decreases with higher manufacturer’s dependence on
intermediaries or more extensive knowledge of the
foreign market but increases with more exporting
resources. Once a channel conflict actually emerges, a
three-step solution is advised that can help deal with
the channel conflict, including monitoring, assessing
and resolving the channel conflict (Gudonaviciene,
Alijosiene, & Aukscionis 2008 in Gailey &
Young, 2012).
However, there is no formula that could effectively
solve all the problems caused by conflicts among glo-
bal channel members. National cultures should be
taken into account. In particular, Al-Motawa and
Ahmed (1996) reiterated that the stick and carrot
philosophy that used to work in the Western channel
relationship does not have the same effect in Saudi
Arabia. The authors stated that conflict was positively
related to coercive measure imposed by manufacturers
and negatively related to dealer satisfaction.
Obstacles
In responses to an increasing interest in global context
of marketing channels, the JMC has shared several
concerns that marketers should keep in mind that
include trust (Kiessling & Harvey, 2004), risks and
disruption (Neureuther, 2009), short global sourcing
(Pelton, 2006), or safety and security (Koufteros & Lu,
2017). As a foundation of any cooperation, trust plays
a fundamental role in developing strategic alliances
among channel partners across continents. Kiessling
& Harvey (2004) developed a framework in which
trust could be built and strengthened, starting from
identifying candidates, top management team inclu-
sion, and to effective communication. Based on the
commitment-trust theory, Labahn (1999) examined
the cross-national manufacturer-distributor relation-
ship between two countries, the USA and Mexico.
Trust and commitment have a profound effect on this
cross-border partnership.
8 J. E. ZEMANEK ET AL.
Operating in an unpredictable setting, global chan-
nel partners all understand the sources of risks and
disruptions in this cooperation and anticipate how to
avoid such unexpected problems.
The JMC has dedicated one Special Issue entitled
“Managing Risks and Disruptions in Global Supply
Chains” (Neureuther, 2009) to paint a clearer picture
of this phenomenon in which several themes are ela-
borated. Stecke & Kumar (2009), for instance, pointed
out major sources of supply chain disruptions and key
factors leading to the chain’s vulnerability and suggest
mitigating strategies that, if applied appropriately,
help prevent the problem from happening, provide
warning, and cope with the occurrence.
One of the frequently asked questions in supply
chain management is how to shorten lead times while
the efficiency of the supply chain is unchanged.
Although flatter structures and narrower supply
chains are traditional approaches to improve the effi-
ciency, these approaches create an increased risk that
the supply chain is not able to deliver products in a
timely manner—a vulnerability that can be assessed
through the risk assessment index (Neureuther &
Kenyon, 2009).
Conclusion
The JMC is the first and premier source of marketing
channel research for decades. We investigated the
impact the JMC has had on the growing importance
of distribution as a key strategic variable in marketing
management. Highly influential topics such as fran-
chising, marketing strategy, and global issues resulted
in spikes in the citation rates but there is a noticeable
increase in interest in topics such as online and dis-
ruption-related articles. The JMC has been a source of
influential research in these topics and paying close
attention to the trends we have outlined we see a
need for further development in the fields of franchis-
ing, the online environment, and the global and inter-
national environments. With the continued quality
and cutting-edge research that will direct designing
optimal marketing channel systems, formulating
innovative distribution strategies, and managing mar-
keting channel systems effectively, the future of the
JMC holds unprecedented potential in the field of
marketing channels research.
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JOURNAL OF MARKETING CHANNELS 11
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