The call for marketing practitioners and academics alike to move relationship
marketing’s dyadic perspective into a multi-firm network context is
building momentum. As network forms of organizing work expand, organizations
will need to build their capability to leverage not only their customer assets
but also the value-creating knowledge and innovation assets spanning multiple
relationships within their business network form. Drawing on theories of
evolutionary economics, resource advantage, organizational learning, and
organizational capabilities, a model of a relationship management capability is
conceptualized. The relationship management capability, combining both
functional and integrative capabilities, is represented through second order
constructs of relationship infrastructure capability, relationship learning
capability and relationship behavioral capability.
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