Article

Journal of International Business Studies (2009) 40, 274–300; doi:10.1057/palgrave.jibs.8400406

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

Vinh La1, Paul Patterson1 and Chris Styles2

  1. 1Australian School of Business, School of Marketing, The University of New South Wales, Sydney, Australia
  2. 2Faculty of Economics and Business, The University of Sydney, Australia

Correspondence: P Patterson, Australian School of Business, School of Marketing, The University of New South Wales, Sydney, NSW 2052, Australia. Tel: +61 2 9385 1105; Fax: +61 2 9663 1985; E-mail: p.patterson@unsw.edu.au

Received 16 December 2005; Revised 20 June 2007; Accepted 30 August 2007; Published online 26 June 2008.

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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.

Keywords:

professional services, international services marketing, client-perceived value, perceived performance, resource-based view

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