Client-perceived performance and value in professional B2B services: An international perspective

Vinh La, Paul Patterson and Chris Styles
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Vinh La: Australian School of Business, School of Marketing, The University of New South Wales, Sydney, Australia
Paul Patterson: Australian School of Business, School of Marketing, The University of New South Wales, Sydney, Australia
Chris Styles: Faculty of Economics and Business, The University of Sydney, Australia

Journal of International Business Studies, 2009, vol. 40, issue 2, 274-300

Abstract: Drawing from the resource-based view and a contingency approach, the authors develop and test a model of the antecedents of client-perceived value in the context of international, professional business-to-business services (consultants, engineers, project management, IT consultants, etc.) in a developing economies setting. Further, we examine the effects of key moderators (e.g., country-of-origin (COO), firm's international experience, client's buying experience) on client-perceived performance and value. The results generally support the hypotheses that client-perceived performance is impacted by a firm's internal resources (e.g., technical skills, customer orientation, innovation). In addition, this relationship is contingent upon the COO effect, while client-perceived value is moderated by the client's buying experience. The findings can guide practitioners as to the key drivers of client-perceived value, and under what conditions this value is maximized. Journal of International Business Studies (2009) 40, 274–300; doi:10.1057/palgrave.jibs.8400406

Date: 2009
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