B2B Relational Orientation Scale

What it measures

This scale measures the degree to which a firm strategically orients itself toward its B2B relationships as a driver of performance, filling a gap in an otherwise abundant B2B literature that lacked a dedicated relational-orientation instrument. It is structured as a third-order construct: three top-level dimensions (how the firm creates and protects value through its relationships, how it chooses and evaluates partners, and how transactional versus partnership-based versus coopetitive its actual B2B behaviors are), each built from reflective sub-factors with their own item sets. The scale was developed through a sequential mixed-method process starting with qualitative interviews with managers and experts, followed by item generation, EFA purification, and CFA validation on a sample of 400 firms.

Response format

7-point Likert scale (1 = I strongly disagree to 7 = I strongly agree); respondent is a CEO or firm owner reporting on the firm's B2B relationship strategy

Scale items

Value Creation by Value Chain Logic (VCC)

• In our company, value created on the basis of vertical/sequential interdependence (i.e. on the supplier-customer line) brings us financial benefits
• In our company, value created on the basis of vertical/sequential interdependence (i.e. on the supplier-customer line) brings us non-financial benefits
• We strive to maximize our own benefits in each individual transaction

Value Creation by Value Network Logic (VCN)

• In our company, value created jointly, through collaboration with selected (key for us) suppliers, customers, competitors, and other market entities, brings financial benefits to each of us
• In our company, value created jointly, through collaboration with selected (key for us) suppliers, customers, competitors and other market entities, brings non-financial benefits to each of us
• We strive to maximize the mutual benefits in each individual transaction

Value Appropriation by Value Protection (VAP)

• We protect part of the value created jointly with our partners through formal contracts
• We protect part of the value created jointly with our partners through hidden knowledge
• We protect part of the value created jointly with our partners through secrecy
• We protect part of the value created jointly with our partners through confidentiality

Value Appropriation by Value Maximization (VAM)

• We maximize value by having unique (exceptional) resources
• We maximize value by having resources that complement partners' resources
• We maximize value by having substitution (similar) resources

Partner Type (PT)

• We constantly maintain relationships with various entities
• We are actively developing cooperative relationships with key suppliers
• We are actively developing cooperative relationships with key customers

Criteria of Partner Selection (CPS)

• We select partners for cooperation due to the convergence of cooperation goals (strategic alignment)
• We select partners for cooperation due to the resources (resource alignment)
• We select partners for cooperation due to the strong position of the entity on the market
• We select partners for cooperation due to the extent of trust in them
• We select partners for cooperation due to the entity's reputation/prestige

Transactional Cooperation (TC)

• Our cooperation with suppliers is primarily transactional (based on price)
• Our cooperation with customers is primarily transactional (based on price)
• Our cooperation with other non-competitive partners is primarily transactional (based on price)

Partnership Cooperation (PC)

• Our cooperation with suppliers is primarily of a partnership nature (based on long-term cooperation)
• Our cooperation with customers is primarily of a partnership nature (based on long-term cooperation)
• Our cooperation with non-competitive partners is primarily of a partnership nature (based on long-term cooperation)

Coopetition (Coo)

• If competitors propose cooperation, we accept it (if it is legal and beneficial)
• We cooperate with competitors on our initiative
• We cooperate with competitors on customers' demand

Full scale items shown. Always cite the original source when using this scale in research.

Usage notes & scoring

Reliability is uneven across the three top-level dimensions. Value Creation and Appropriation (VCA) sub-factors all clear .85: VCC alpha=.905/CR=.909/AVE=.771; VCN alpha=.949/CR=.949/AVE=.861; VAP alpha=.929/CR=.932/AVE=.779; VAM alpha=.852/CR=.868/AVE=.693. Choice of Partners (CP) sub-factors also clear .85: PT alpha=.861/CR=.868/AVE=.688; CPS alpha=.930/CR=.930/AVE=.739. B2B Behaviors (IB), however, falls below .80 on every sub-factor for both alpha and CR: TC alpha=.744/CR=.777/AVE=.552; PC alpha=.779/CR=.778/AVE=.567; Coo alpha=.752/CR=.767/AVE=.524. The authors' own threshold (Hair et al., 2019) is .70, which all nine sub-factors clear; the B2B Behaviors dimension specifically sits in the .74-.78 range on both metrics, consistently below .80 but consistently above .70. The instrument otherwise shows sound development (theory-grounded item generation, expert validation, CFA-confirmed third-order structure), but researchers using the B2B Behaviors sub-factors specifically (TC, PC, Coo) should be aware their reliability is more modest than the rest of the instrument. A CFA comparison confirmed the third-order factor structure outperforms one- and two-factor alternatives. Sample: 400 firms operating on Polish and international markets.

Citation

Zakrzewska-Bielawska, A., Czakon, W. and Kraus, S. (2023). Relational orientation in B2B strategies: Measurement scale development and validation. Journal of Business Research, 160, 113791.

Keywords

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