Conflict management and exit strategies in buyer-relationships in foreign markets : a case study of an Australian citrus fruit exporter

This study will examine the conflict and dissolution strategies of interorganizational buyer-relationships. Prior to the discussion on more detailed objectives, the background of the study will be presented. This background will examine the complexity of buyerseller relationships for firms dealing with different cultures and the impact that this may have for managing conflict and tension in relationships, as well as the dissolution of relationships. A number of past (historical factors) and present (current sales and future prospects in the particular market) aspects were identified as critical in assessing the importance of relationships to a firm. Five factors emerged from discussions concerning conflict management and exit strategies in buyer-seller relationships, summarized in the conclusion. The paper is presented in four stages. First, relationship development, management and dissolution are discussed, indicating the importance of communication strategies in this process. Second, an introduction to communication strategies available to the firm to manage buyer-seller interaction is presented, which focuses on combining Hirschman’s (1975) exit and voice strategy with Baxter’s (1985) and Alajoutsijarvi et al (2000) research on a typology of dissolution communication strategies. Third, an empirical investigation is conducted, using a case study method. Two buyer-seller relationships undergoing conflict and tension and the communication strategies used by both actors in the relationship are selected. Interviews with senior management revealed that culture