BACHELOR THESIS

“Psychological ownership and importer’s commitment ”

Presented by Kukh, Kushyna, Shevchuk

Diplôme Universitaire Franco-Ukrainien Management et Commerce International

Metz, 2023
Plan

Introduction........................................................................................................................................................ 3
1.1.Main concepts definitions............................................................................................................................... 5
1.2.Main theories.................................................................................................................................................. 9
1.2.1. Model of Psychological Ownership....................................................................................................... 9
1.2.2. Drivers of Importer trust and Commitment........................................................................................ 13
1.2.3. Importer Commitment Building Process............................................................................................. 15
Conclusion.....................................................................................................................................................19
2.Methodology..................................................................................................................................................20
2.1.Philosophical level: Interpretivism.................................................................................................................20
2.2. Methodological Level:...................................................................................................................................21
2.3 Methods of Data Collection: Semi-structured interview............................................................................... 22
2.4 Analyzing the results......................................................................................................................................26
3. Results...........................................................................................................................................................29
Comparative analysis and overview of responses............................................................................................... 29
3.1. Interaction with the Exporter: Vision, Control and Boundaries....................................................................32
3.2.Analysis of import and sales efficiency: factors and need for optimization.................................................. 34
3.3.Effective Communication and Challenge Resolution with the Exporter........................................................ 37
3.4.In-depth understanding of the product as part of the ecosystem of partners and comfort in communication
with exporters......................................................................................................................................................40
3.5.Interaction between importer and exporter as a key to product success and strategy implementation......42
3.6.The importance of long-term relationships, strong partnerships and the role of trust in achieving business
success.................................................................................................................................................................45
Conclusion.........................................................................................................................................................51
Recommendations:..............................................................................................................................................53
 Introduction
In the world of globalization and international business relations, the interaction between importers and
exporters is becoming an important aspect. Successful cooperation requires not only compliance with
commercial agreements, but also building mutual understanding, trust and responsibility on the part of
each party. One of the key aspects affecting the relationship between importers and exporters is
psychological ownership. This is an internal state that reflects personal involvement and responsibility for
common goals and objectives.

This study analyzes the role of psychological ownership of importers in developing their commitment to
exporters' products and contributing to the success and development of this product. We investigate how
an internal sense of ownership and personal responsibility influences the degree of commitment importers
have to exporters and their active role in achieving common goals.

Abstract of the study:

This study examines the importance of psychological ownership of importers in their relations with
exporters and its impact on the degree of their commitment and promotion of product development. The
interaction between importers and exporters is based not only on a commercial transaction, but also on
personal motivation and psychological connection.

The study found that psychological ownership, such as a sense of involvement and responsibility, plays an
important role in developing importers' commitment to exporters' products. Intrinsic motivation and
personal involvement in the success of the product encourage importers to be more active in promoting its
development.

The importance of the study lies in the fact that it reveals factors that can strengthen the relationship
between importers and exporters, making it more sustainable and successful. The study confirms that the
internal situation of importers significantly affects their obligations and role in product development.

This study can serve as a basis for further work in the field of international business relations and the
psychology of cooperation. It is important to understand how internal motivations affect external
interactions in order to build more sustainable and successful relationships between business partners.
We have also accumulated data on the five dimensions of psychological mastery, its components, and key
components that allow us to structure and further use the concepts for successful import-export relations.

This review of this literature, as well as further analysis, was conducted on the topic of
psychological ownership and importer ownership.
Psychological ownership is a concept that has been studied in psychology for decades. It describes a
feeling of personal attachment to an entity such as a product, object, or even an idea. People with a strong
sense of ownership often feel a deep emotional attachment to an object, feeling as if it is an extension of
themselves. This concept contains a variety of research for organizations and individuals, including
organizational identification and brand loyalty. This research is useful because it allows analyzing one of
the "driving forces" of man, as the main component of the motivational factor of the scientific and
technical progress of mankind, to look through the prism of business-business relations. Further
application of the acquired knowledge to build a strategy of business relations
The concept of importer's obligations is a critical element of international trade. Some factors have a
better effect on the commitment of the importer, some on the contrary. Here we will try to look at these
factors.
In this article, we take a deep dive into the concept of psychological ownership, exploring its
research and why it matters. It will also provide a comprehensive overview of the concept of importer
obligations and the components that make up an effective agreement. The article also considers corporate
culture as a possible intermediate link in importer relations and commitment.
 1.1.Main concepts definitions
There are many studies dealing with psychological ownership. They look at this concept from
different angles and give many definitions, but below are the main conceptualizations of this
phenomenon.

According to Etzioni (1991:466), ownership is "dual creation, part attitude, part object, part
mind, part reality", even if economic behavior is the primary subject of analysis. It should be studied as a
psychological phenomenon, their inclusion in research and growing interest is only recent (Frohlich et al.,
1998; Pierce, Kostova and Dirks, 2001; Goberdian and Oregan, 2006). Psychological ownership can be
described as a sense of ownership or, as defined by Pierce, Kostova, and Dirks (2001:299): Building on
the work of Belk (1988), Dittmar (1992) and Furby (1978), they further state that in psychological
ownership , possession is understood as an extension of the self or as part of one's own identity (Pierce,
Kostova & Dirks, 2001; 2003).

As a research subject, psychological ownership has its origins in the psychological study of self
and nonself regions (James, 1890), and is strongly linked to the surrounding environment of the
individual and the idea of `mine` (Sartre, 1973; Dittmar, 1992). It was also explored in Furby's (1980)
study of property behavior and Rudmin's (1994) study of the importance of property to individuals. It was
eventually brought into the realm of management theory in the context of employee stock ownership
research (Pierce, Furo, and Candace, 1990; Pierce, Rubenfeld, and Morgan, 1991).

Children consider property in determining whether behavior is acceptable. By the age of three,
children understand inappropriate use of other people's property and protest unauthorized use
(Eisenberg-Berg, N. et al. (1981), Kanngiesser, P. and Hood, B.M. (2014),Rossano, F. et al.
(2011),Schmidt, M.F.H. et al. (2013)). For example, a 3-year-old tries to stop a thief from stealing his hat
by telling him that it doesn't belong to him (Rossano, F. et al. (2011)) . By age 4, they consider who owns
things when predicting what will be tolerated (Nancekivell, S.E. and Friedman, O. (2014) , Kim, S. and
Kalish, C.W. (2009) ,Van de Vondervoort, J.W. and Friedman, O. (2015)). For example, when
enumerating what a character is allowed to do with an object, 4-year-olds are more likely to do so when
the character owns the object than when it belongs to someone else(Nancekivell, S.E. and Friedman, O.
(2014)). Enumerate the many and more diverse uses . Similarly, properties are used to describe the
permissibility of actions(Nancekivell, S.E. and Friedman, O. (2017), McEwan, S. et al. (2016)). For
example, when the children were asked why it was unacceptable for someone to wear a hat, the children
would spontaneously say that the person did not own it, even though the researcher did not mention
ownership at all (Nancekivell, S.E. and Friedman, O. (2017)).

The first category of psychological ownership requirements can be divided into three types. The
first concerns the roots of ownership and answers the question, "Why do we have ownership?" The latter
fulfills human needs for self-identity, self-efficacy and belonging (Beggan, 1992; Pierce et al., 2001). The
second type, according to Pierce et al. (2001) presents his three methods of answering the question, "How
do individuals allocate property goals?" The method is management, detailed knowledge, and
self-investment in the goals of the chosen ownership . The final type reflects a large body of research that
has advanced psychological ownership precedents such as leadership styles and organizational justice
(Pierce et al.,2001; Pierce & Rogers, 2004. Van Dyne & Pierce, 2004. Mayhew, 2007. Avey et al., 2009.
Bernhard & O`Driscoll, 2011; Pierce & Jussila, 2011; Avey et al., 2012. Park et al., 2013; Zhu et al.,
2013; Alok, 2014).

In addition, several authors (Pierce & Jussila, 2011; Dawkins et al., 2017; Kovacheva &
Lamberton, 2018; Peck & Webber Luangrath, 2018) suggest that psychological ownership states may be
associated with individuals. It emphasizes the need for empirical validation of the paper that there is.
Factors such as personality. To our knowledge, associations between psychological ownership and
personality traits such as collectivist orientation (Chung & Moon, 2011), power distance (Liu et al.,
2012), and narcissism (Krik et al., 2018) Only three studies examined. However, studies examining
commonly accepted personality traits (such as extraversion) known from tests such as the Big Five
Inventory (BFI) (John et al., 1991) that can predict psychological ownership. The concept of
psychological ownership was first devised by Pierce, Rubenfeld, and Morgan (1991), who studied the
effects of employee stock ownership plans (ESOPs) on individual behavior. It showed that "ownership
does not necessarily have to be implicit" (Essig, 2017:204). In fact, organizational psychological
ownership provided a mediator between trust fund ownership by employees and positive attitude and
motivational outcomes at the organizational level (Essig, 2017)

Psychological ownership is thus defined as ``the state in which a person perceives an object of
property, or a part of that object, as ``them'' (Pierce et al., 2001:46). This feeling can be reinforced by
legal ownership, but ownership alone is not sufficient to create feelings of ownership (Beggan, 1992; Van
Dyne & Pierce, 2004).

The starting point in providing a conceptual framework for psychological ownership is to

identify its goals and assumptions. Ownership (the state of being an owner and having the right to own
property) is found in almost every society. When people take ownership, they experience a connection
between themselves and various tangible and intangible 'goals' (Dittmar, 1992). The term "goal" in the
psychological ownership literature is fairly broad and refers to anything to which an individual or group is
attached. These goals can be as small as your favorite seat in your company's cafeteria, or as large as your
organization or industry as a whole. For example, a technician at work may view a favorite computer
program or set of tools as something to own, an engineer may feel ownership of a particular product
design, an executive may feel ownership of a particular strategic initiative, missions, or ideas,
organizations, and new ones. Employees can finally feel part of the whole organization. The goals of
psychological ownership are so ingrained in people's self-identity that they can be seen as an extension of
the self. Yes (Belk, 1988; Dittmar, 1992; Cram & Paton, 1993). In fact, (Brown, Lawrence & Robinson,
2005) ownership and identity are so closely related that people argue that they engage in territorial
behaviors such as: defend your territory to identify and defend your possessions as an extension of
yourself.

This 'sense of ownership' and 'motivation' that protects and reinforces the object of ownership
has inspired scholars of organizational behavior to better understand the positive structures of
psychological ownership.

Some features of the structure of this definition should be emphasized. First, psychological
ownership differs from formal ownership in that it reflects an individual's subjective feelings about an
object, whereas formal ownership represents a legal right to property protected by law. Individuals may
feel psychological ownership of objects they do not rightfully own. B. Seats Owned by Organizations.

Psychological ownership has emerged as an important predictor of motivation, attitudes, and

behavior in the workplace. Components of psychological ownership theory have also recently been
adapted to the context of marketing, but much remains to be done.The broader application and use of
psychological ownership theory in marketing will improve customer satisfaction, loyalty, and customer
satisfaction. , word of mouth, willingness to pay, and many other important phenomena may be provided
with additional understanding and explanation. (Jussila, 2015)

Psychological ownership is both cognitive and emotional. In other words, it reflects a person's
perceptions, thoughts and beliefs about the goal of possession and the personal meanings and feelings or
concerns associated with it. As such, psychological ownership is closely related to self-concept
(Hillenbrand and Money, 2015 [this edition]; James, 1890). In this context, Pierce, Kostova, and Dirks
(2001, 2003) state that the ultimate meaning of possession is the fusion of the goal of possession with the
self (Dittmar, 1992). Thus, they define psychological ownership as expressions of relationships between
individuals and objects experienced as being closely related to the self (e.g. Furby 1978a). Indeed, the
theories of Pierce, Kostova, and Dirks (2001, 2003) and Pierce and Jussila (2011) are based in part on
consumer behavior studies related to possession and the extended self (e.g., Belk, 1988; Nesselroade,
Beggan, and Allison, 1999). Are the sense of ownership and the experience of ownership as part of the
self actually two aspects of the same 'coin' (i.e., psychological ownership), or are they different but
interrelated components? You may wonder. The writings of Isaacs (1933) seem to suggest the latter: ``My
things become part of me (in my feelings)'' (p. 225). James (1890) also notes that there is a fine line
between what an individual calls mine and what he perceives as ``I’’.

For example, "She's my daughter, home!" contains both emotional and cognitive information
based on abstract beliefs of emotional judgment. This is consistent with basic psychological research on
attitudes (Breck 1989) and Weiss and Cropanzano's emotional event theory (1996), which postulates
differences in emotional experiences at work and at work. Affective event theory proposes that attitudes
have various combinations or relative proportions of emotional and cognitive components. Applying this
idea to psychological ownership, psychology proposes that, unlike other work-related attitudes, feelings
of ownership have unique explanatory powers because they provoke emotion-driven behavior. In other
words, psycho consists of some emotional attachment to an organization that goes beyond company
valuation. This nexus between possession and feelings of ownership can relate to an organization (or
workplace) as a whole, or to specific aspects of an organization such as groups, jobs, and work equipment
(such as computers and production machines). may also be related to ), or the work itself. The owner's
goals vary from person to person and situation to situation. For example, some employees may have
psychological ownership of their work, while others have a sense of ownership over the organization as a
whole.
 1.2.Main theories

1.2.1. Model of Psychological Ownership

There is a wealth of literature used by academics, practitioners, and business consultants to focus
on property as a psychological phenomenon. (Pierce, Rubenfeld, and Morgan (1991)). Kubzansky and
Druskat (1993) suggest that psychological ownership may be an integral part of employee-organizational
relationships. Pratt and Dutton (2000) found that ownership as an attitude state is associated with issues
that organizational members deem worthy of attention. Brown (1989) points out that psychological
ownership is the key to organizational competitiveness. Despite the fact that researchers recognize that
psychological ownership can be an important organizational phenomenon, the current literature on the
subject is underdeveloped and rather biased. The basis is the psychological experience of property.

According to Dittmar (1992), it is common for people to psychologically experience connections

between themselves and various ownership goals such as homes, cars, and other people. Possession plays
a very dominant role in the possessor's identity, becoming part of the extended self (Belk, 1988; Dittmar,
1992). Ownership is generally felt for things, but it can also be felt for non-physical entities such as ideas,
works of art, and other people. A sense of ownership has important psychological and behavioral
implications. Accumulation of possessions produces positive and uplifting effects (Formanek, 1991),
whereas loss of possessions results in ``a reduction in our individuality, a partial transformation into
nothingness of ourselves'' (Formanek, 1991). James, 1890:178). Emotions ignite when we experience an
invasion of what we believe to be ours. Theoretically, the roots of psychic power play an important role.
In general, the question arises: "Why are there psychological properties?" Or more specifically, "What is
the motivation or function of this condition for the individual?". In response to this question, some
explain that the existence of this condition is due to an individual's genetic makeup. Others focus on
upbringing. Many scholars believe that humans have an innate desire to possess (Burk, 1900; Darling,
1937; Kline & France, 1899; Porteous, 1976; Weil, 1952). As McDougall notes, "The urge to collect
various objects is exhibited by almost all men and seems to be based on true instinct" (McDougall 1923).
Others, primarily human development scholars (Furby, 1978b; Lewis & Brook, 1974; Seligman, 1975),
have proposed that possession and its psychological states are learned early in development.

It complements the theory that psychological properties are related to important exchanges of
knowledge. Based on the regulation-focused theory, employee psychological ownership of an
organization refers to a promotion-focused approach that pursues goals that reflect the wishes and
aspirations of employees, and that employee KPOs include avoiding punishment, and include preventive
goals that demonstrate intent to honor commitments. (Higgins, 1997, 1998; Kirk and Van Dyke, 2007).
Consistent with previous discussions, employees' psychological ownership of knowledge is a
manifestation of psychological territoriality, preventing the outward flow of knowledge across personal
boundaries. Employees can act to protect their territories to prove ownership if they expect their property
objectives to be violated (Avey et al., 2009).

Looking at theory, we can assume that an object of property must be attractive and visible in
order to attract a person's attention. For example, to satisfy the efficiency and effectiveness motives, goals
must be accessible, and to satisfy the self-identification motives, they must be socially meaningful and
self-revealing. Objects that make motivation more satisfying have the potential for deeper engagement
because they allow a closer connection with oneself. , should have properties that are easy to invest in.
The roots of psychological properties and how to get there encourage us to see objects as extensions. In
this way, it can be suggested that these logical features, albeit at a minor level, contribute to a very
important and sufficient condition of psychological traits, and that it is necessary to achieve that state.
The results of the survey are presented in four sections according to the research objectives of this study
outlined in the introduction. Transcribed quotes from interviews are provided to illustrate emerging
themes of research. Based on the work of Pierce et al. (2001) Figure 1 illustrates the main dimensions,
characteristics, mechanisms, and conditions of psychological ownership that members of the next
generation experience in relation to family business.

Based on the work of "Individual Psychological Ownership: Concepts, Evidence, and Implications for
Research in Marketing" (Iiro Jussila, Anssi Tarkiainen, Marko Sarstedt, Joe Hair), the central concept is
that psychological ownership is regarded as a significant factor in marketing and is explored in the
context of individuals feeling a sense of ownership over objects and perceiving them as an extension of
their own personality.

These motivational conditions are rooted in four human needs:

Efficacy and Competence: This pertains to individuals' need to feel capable and effective in their actions
and responsibilities within an organization. When people believe that their efforts contribute to the
organization's success, they are more likely to develop a sense of psychological ownership.
Self-Identity: This relates to the need for individuals to have a sense of identity and belonging within the
organization. When employees feel that their work aligns with their personal values and self-concept, they
are more inclined to develop a sense of ownership.
Sense of Belonging: This need involves individuals' desire to feel a sense of belonging and a place within
the organization. When employees perceive themselves as integral members of the team or community,
they are more likely to experience psychological ownership.
Stimulation: This need pertains to individuals' desire for novelty, challenge, and excitement in their work.
When employees find their work stimulating and engaging, they are more motivated to develop a sense of
ownership.
Additionally, it is highlighted that these motives for possession can exist even in the absence of legal
ownership, suggesting that individuals can develop a strong sense of ownership and attachment to
something without necessarily having legal ownership. The text also mentions the context of
cooperatives, which are organizations where individuals voluntarily unite to meet common economic,
social, and cultural needs through jointly-owned and democratically-controlled enterprises. It emphasizes
that the motives for psychological ownership discussed can also be observed in such cooperative settings.
In summary, these outlines the four motivational needs that contribute to psychological ownership in
work organizations and emphasizes that legal ownership is not always a prerequisite for individuals to
experience a sense of ownership. In the context of marketing, it is crucial to investigate whether
consumers use certain products and services to fulfill their "activation requirements," which are also
related to issues of self-identity. Additionally, products and services that consumers are accustomed to
using can provide stimulation by preserving past memories, while new products and services can provide
stimulation by allowing individuals to grow and change.
The primary concept conveyed here is that there are various motivational needs driving individuals to
develop a sense of psychological ownership over objects, and these needs have significant implications
for understanding consumer behavior and shaping marketing strategies.
There are three key pathways through which feelings of ownership are cultivated:
Exercising Control over the Object: People perceive ownership of an object when they have the ability to
influence and control it. Research indicates that a sense of control is particularly linked to a sense of
ownership, especially when individuals believe their actions impact outcomes.
In-Depth Exploration of the Object: When individuals thoroughly investigate an object, gaining a deep
understanding of its meaning and essence, they begin to feel a connection to it as if it were an extension
of themselves.
Investing Oneself in the Object: This pathway involves investing one's personality, identity, and emotions
into an object. When people dedicate their time, ideas, skills, and energy to an object, it fosters a sense of
ownership.
Researchers also highlight that these pathways to psychological ownership can be triggered by associating
individuals with particular objects and then studying them in detail.
Attributes of target objects that contribute to the development of psychological ownership are discussed.
Objects can be tangible (like physical products) or intangible (such as ideas or expressed values), and
their attributes determine the feasibility of developing a sense of ownership. Characteristics like
attractiveness, accessibility, openness, and manipulability are crucial in creating objects that individuals
can develop a sense of ownership over. For instance, if an object lacks attractiveness or interest to an
individual, psychological ownership is unlikely to develop. Similarly, an object must be accessible for
individuals to feel ownership over it. Additionally, objects should be open and accommodating, allowing
individuals to feel a sense of belonging, and manipulable, enabling individuals to interact with and shape
the object.
The importance of time and place in the emergence of psychological ownership is emphasized. Feelings
of ownership are not binary but rather develop over time as individuals interact with an object that
possesses the potential for psychological ownership. Physical proximity between individuals and objects
plays a significant role, granting individuals more control over the object and influencing the
development of ownership feelings. They also suggest that the role of time and place in emotional and
territorial relationships with objects remains an underexplored area in marketing research.
In summary, authors underscore the multifaceted nature of psychological ownership, the factors that
influence its development, and the need for further research to understand the roles of time and place in
shaping emotional connections with objects in the context of marketing.
This text delves into the significance of psychological ownership and its potential impacts on
motivational, attitudinal, and behavioral aspects. Psychological ownership is defined as the sensation that
an object becomes an integral part of oneself, and it holds substantial implications for consumers within
the realm of marketing.

Motivational Implications: Psychological ownership can wield influence over consumer motivation.
When an individual feels that an object fulfills their ownership needs, they are more likely to engage with
it to ensure their future contentment. This heightened intrinsic motivation can ensue.

Attitudinal Impacts: Psychological ownership can result in favorable attitudes and positive evaluations of
the owned object. Consumers who experience ownership of a product or service tend to derive greater
satisfaction from its use and appraise it more positively. This dynamic is crucial for cultivating enduring
relationships between consumers and brands or companies.

Behavioral Consequences: Psychological ownership can also shape consumer behavior. Those who
perceive ownership of a product or service may exhibit a greater willingness to preserve, enhance, and
safeguard that ownership, leading to heightened involvement with the associated brand or company.

Hence, psychological ownership can exert a substantial influence on consumers in the context of
marketing, affecting various consumer attitudes and behaviors.

Influence on Diverse Consumer Attitudes and Behaviors:

Significance of Attractiveness: We underscore that attractiveness plays a pivotal role. Without it,
consumers may not be motivated to connect with a product or service, nor experience a sense of
ownership and satisfaction from it.

Attitudinal Effects: Psychological ownership can impact a range of consumer attitudes, including
organizational affiliation, job satisfaction, and self-esteem. It bolsters a sense of belonging to an
organization or product, fostering commitment and loyalty.

Influence on Willingness to Pay: Psychological ownership can also sway consumers' willingness to pay
for a product or service. Those who perceive ownership of a product may be more inclined to make a
purchase without being overly price-sensitive.
Heightened Responsibility: Psychological ownership can heighten consumers' sense of responsibility
towards the owned object. Individuals who feel ownership of a product or service tend to assume greater
responsibility for its outcomes and become more actively engaged with the corresponding brand or
company.

Attitude Towards Change: Psychological ownership can mold consumers' attitudes regarding changes in
products or services. Self-initiated, incremental, and value-added changes are likely to be embraced
positively, while imposed, radical, or detrimental changes can trigger a negative reaction.

These various facets underscore the importance of psychological ownership as a factor influencing
consumers within the marketing domain and highlight the necessity for further research to gain a deeper
understanding of this phenomenon.

1.2.2. Drivers of Importer trust and Commitment

Cultural similarity removes all cultural barriers in communication and exchange. And they
become more intimate in their understanding and relationships (Swift, 1999). Theoretical conclusions
have already been used to show that trading between culturally similar firms/markets reduces transaction
costs and strengthens relationships between partners . However, the literature on the internationalization
process assumes that exporting companies first target culturally similar markets in order to gain the
knowledge and experience to learn and build relationships through better communication and
understanding. is.

This demonstrates that similar business practices and values ​are the driving force in building
trust among trading partners through easy communication and a rapid learning and knowledge generation
process. The communication process enhances learning and facilitates the knowledge acquisition process
by creating trust and commitment in an exchange relationship for the mutual benefit of all parties. Recent
research has raised the fundamental question of whether engagement creates trust. A preliminary
conceptual model was proposed to further study the process of commitment formation through
exploratory research.
Figure 1: A Framework for Trust and Commitment Building Process (Drivers of importer trust and
commitment: Evidence from a developing countryM. Abu Saleh a, M. Yunus Ali b 1, Felix T. Mavondo)

This model shows that while cultural similarity facilitates communication, both communication
and cultural similarity enhance learning and knowledge generation processes and facilitate trust-building
processes. This ultimately affects the commitment of the parties in the buyer-seller relationship,
especially the importer-importer.

This study addresses the impact of cultural similarity and communication on the process of trust
and commitment , so that importing firms involved in importing from countries with similar and different
cultures will facilitate comparability. It was considered the main criterion for sample selection..

To examine the impact of cultural similarity and communication on importers' trust and
commitment, a series of interviews were conducted with importers from countries near and far from
Bangladesh. Based on our findings, the following conclusions can be drawn:

The main results of case classification and cross-case analysis are synthesized by combining
novel qualitative reasoning and using symbolic identification of cases and codes in summary form.
Regarding the impact of cultural similarity on communication in importer-supplier relationships, 50% of
cases representing all categories were only moderated by culture. It seems to indicate that it is a
supporting factor rather than Not only communication, but also direct influence.

The effect of communication can also be seen in building trust. More frequent direct and indirect
communication helps break down cultural barriers and build long-term relationships.

Companies that support the learning and knowledge acquisition process. Theoretical claims
about the influence of importer-supplier communication on the learning and knowledge-experience
processes were unanimously supported and confirmed in all cases.

Trust is the result of commitment, which is built through direct communication between parties,
fostering learning and building knowledge, and maintaining relationships with key suppliers. As these
cases clearly suggest, commitment strongly mediates the impact of knowledge and experience on building
trust in long-term relationships. In this context, it should be noted that the findings of Case 8 appear to
reveal a surprising insight into the commitment of suppliers with respect to product quality.
 Apart from these findings, we know that cultural similarity directly and indirectly (through
knowledge and experience) influences the process of trust building. Regarding the impact of
communication on learning and knowledge construction, the results are consistent across cases and
support our theoretical inferences.

1.2.3. Importer Commitment Building Process

The literature under examination delves into two pivotal concepts, commitment and trust, in the context
of importers. According to Gençtürk and Aulakh (2007), commitment is described as "a mutual
expectation regarding the duration of a relationship, reflecting the intention to uphold commitment to the
relationship channel." While commitment research has been extensively conducted within the realm of
international trade, there has been limited attention given to importers in developing countries. The
growing influence of importers in these nations, along with their aspiration to meet domestic demand,
accentuates the relevance of analyzing importers' commitment to their suppliers.

The second concept, trust, holds equal importance in comprehending the dynamics between importers and
suppliers. Rooted in Transaction Cost Theory (TC), trust emanates from the belief of one party that the
other party is trustworthy and possesses high integrity. Trust serves as a safeguard against potential
opportunistic behavior by the other party. Within the literature, there exist diverse approaches to studying
trust in the context of supplier-importer relationships, yielding mixed findings. Research also examines a
range of factors such as communication, conflict, satisfaction, shared values, among others, as potential
predictive variables for trust. Nonetheless, further research is imperative to delve into trust within the
framework of importer-supplier relationships, as it is a pivotal factor in the success and fulfillment of
such relationships.

A comprehensive review of existing literature concerning importer-exporter relationships places

significant emphasis on the concept of "commitment." Commitment has been a focal point of export
marketing research and is acknowledged as a critical variable in international business relationships
(Camison and Villar, 2009; Cox and Walker, 1997; Mostafa et al., 2005; Obadia, 2008; Leonidou et al.,
2008; Skarmeas et al., 2002; Styles et al., 2008). In the sphere of international relations between importers
and suppliers, commitment plays a vital role and is indispensable for the establishment and sustenance of
effective long-term relationships (Khojastehpour and Johns, 2014; Kim and Oh, 2002; Saleh and Ali,
2009).

Drawing from Johanson and Vahlne's (1977) international development (ID) theory and Barney (1991)
and Wernerfelt's (1984) resource-based theory (RBV), numerous studies have explored factors
influencing commitment in various buyer-seller relationship contexts (e.g., Kim & Oh, 2002). While
some research has scrutinized the impact of importers' commitment on relationship outcomes within the
broader context of importer-exporter relations (Bianchi and Saleh, 2011; Leonidou et al., 2011; Leonidou
et al., 2014; Obadia, 2010; Saleh et al., 2014), less attention has been devoted to investigating the
antecedents of commitment among small and medium-sized importers in their dealings with foreign
suppliers, particularly within emerging markets (Ghauri and Tesfom, 2003; Julian, 2003). This gap in the
existing literature restricts the applicability of its findings.

This knowledge helps us to better understand market dynamics and our position in them. We use these
insights to tailor our strategies, improve our product portfolio, and optimize our pricing, particularly in
cases where there is a mismatch between exporters' commitments and their fulfillment.

Analyzing market dynamics and the ability of competitors to adapt prices to changes. The ability to
respond adequately to market trends helps to maintain competitiveness

International relations are closely related to the concepts of trust and commitment. Studies on the
exporter's perspective provide conceptual and empirical evidence and examine a wide range of issues
related to commitment in trust and relationships between firms (e.g. Skarmeas & Katsikeas, 2001;). ;
Zhang et al., 2003). ``the confidence that exchange partners have for each other's reliability and integrity''
(Zhang et al., 2003, p. 554), and ‘commitment’ refers to an exporter's desire for a long-term presence in
the export market or desire to continue the relationship with international channels(Richey & Myers,
2001). Trust and commitment in international exchanges are key factors that bind exchange partners into
relationships where long-term benefits are expected (Bianchi & Saleh, 2011). Kim (2001) identified trust
as a key predictor of engagement in industrial distribution channels, and Rodríguez and Wilson (2002)
identified trust as the basis for commitment in strategic relationships.

Transaction Cost Theory (TC) suggests how communication, opportunism, and environmental
variability influence importer commitment, leading to increased or decreased transaction costs.

Frequent and effective communication with a trusted partner provides key information to reduce
transaction costs and make decisions. And ultimately increase trust and commitment

TC sees opportunism as a human tendency to promote self-interest, increasing transaction costs

and undermining partner trust and commitment (Morgan & Hunt, 1994). Although trust is not a direct
construct in TC, trust is subject to the opportunistic biases of trading partners and their lack of integrity
and ability to meet promises and expectations (Morgan & Hunt, 1994).

Environmental uncertainty in TC refers to the volatility and changes in events surrounding

transactions that increase the opportunities for opportunistic partners to avoid obligations. The inability of
both parties to predict future supply and demand in a volatile environment can drive partners into
opportunism (Skarmeas et al., 2002) unless governance mechanisms discourage them from taking
advantage of this .

In IP theory, cultural affinity is a catalyst for international business people to communicate

freely, gather information, and gain experience in culturally similar markets. Recently, however, IP theory
has been applied to explain the host side of the dyad (Skarmeas et al., 2002). Skarmeas and his colleagues
hypothesize that importers may behave similarly to their export partners, working to facilitate knowledge
sharing and enhance ongoing collaboration with culturally similar suppliers.

Thus, cultural similarities between importers and exporters facilitate communication and
information exchange (Johanson & Vahlne, 1977; Johanson & Wiedersheim-Paul, 1975), build trust, and
strengthen relationships. It can be argued that it helps increase engagement. Although TC and IP theories
have different nominal logics and assumptions, researchers have used both to study international
buyer-seller relationships (e.g., Coote et al., 2003; Skarmeas et al., 2002). This study uses these
approaches to explore unexplored areas of the importer's perspective in the relationship between
importers and exporters in emerging economies in Asia.

Based on the above theoretical arguments, this study integrates cultural affinities,
communication, knowledge and experience, opportunism, and environmental instability into a
comprehensive framework as predictors of importer trust and commitment. increase. In summary, this
study shows that psychological intimacy helps parties understand each other and build relationships.
Proximity in terms of institutional values, business ethics, business practices, and communication styles
promotes effective interaction (Swift, 1999). Managers can communicate freely and openly.

Intellectual property theory suggests that companies in the early stages of internationalization
target culturally similar markets and acquire knowledge and experience by entering into business
relationships with foreign countries (Blankenburg & Eriksson, 2000; Johanson & Vahlne, 1990). Cultural
similarity is positively associated with knowledge flow and innovation, as similar business practices,
ethics, morals, and styles facilitate learning and cognitive processes (Swift, 1999). Therefore, we have
several hypotheses.

Communication – Importer knowledge and experience and supplier opportunism. One of the
most important roles in building importer trust and commitment is the focus on communication. Sharing
information about market changes, new opportunities, developments, and issues helps build stakeholder
knowledge and experience (Coote et al., 2003). The effectiveness of communication depends on the
frequency of communication. This is because frequent communication allows partners to gain a deeper
understanding (Johanson & Vahlne, 1977) and improve their ability to seize new opportunities. TC theory
(Williamson, 1975, 1985) explains the influence of communication on opportunism in exchange relations.
This theory assumes that people act out of self-interest and are more likely to act opportunistically in the
absence of governance processes. Researchers argue that effective and frequent communication by
importers helps build social bonds and trust among network managers and reduces the risk of
opportunism (Wathne & Heide, 2000). . This suggests that communication influences opportunism.

Knowledge, experience and importer trust of an import supplier. Trust International purchasing
knowledge helps buyers build and maintain strong relationships with overseas suppliers . Eriksson,
Johanson, Majkgard, and Sharma (1997) argue that lack of knowledge about internationalization strongly
affects both business and organizational knowledge, which in turn affects the perceived costs of
internationalization. This knowledge expands our activities outward and strengthens our confidence in the
procurement market.

Uncertainties arising from unstable economic, business, legal and political situations can cause
problems in drafting contracts and fulfilling obligations to partners. Unstable market conditions impair
market intelligence (Maltz & Kohli, 1996) and the ability to anticipate future contingencies and make
appropriate adjustments. As a result, this situation offers opportunities for foreign suppliers to take
opportunistic measures, taking advantage of unspecified provisions (Heide, 1994) (Ganesan, 1994;)

Volatility can lead to higher transaction costs in international exchange processes, encouraging
companies to establish and maintain cooperative long-term relationships with their trading partners to
mitigate the impact of volatility in their supply chains. There is a possibility. (Matanda & Freeman, 2009).
However, empirical evidence regarding the impact of environmental changes on engagement in
international buyer-seller relationships is inconclusive and has no significant impact.

Supplier opportunism and importer trust and commitment. Opportunism uses vague
contingencies to encourage organizations to exploit contractual loopholes (Williamson, 1985). However,
such opportunism adversely affects partner trust and loyalty by increasing transaction costs (Williamson,
1985), which is empirically associated with long-term retention intent (Gundlach, Achrol, & Mentzer,
1995). and trader confidence (Morgan & Hunt, 1994; Zineldin & Jonsson, 2000). In contrast, Zineldin
and Jonsson (2000) point out that there may also be a positive relationship between opportunism and
retailers' confidence. This means that opportunism is a complex behavioral concept that makes long-term
relationships fragile and less effective.

Trust and importer commitment. Trust assures trading partners of the other party's honesty,
integrity, trustworthiness, openness, integrity, and good faith (Lohtia, Bello, & Porter, 2009). In the
literature, trust has been identified as a central factor in explaining the relationship between buyers and
sellers, either as an explanatory variable or as a criterion variable (Coote et al., 2003; Mavondo &
Rodrigo, 2001). Most of the studies report a significant positive predictor of this trust is buyer/dealer
commitment (see Saleh & Ali, 2009). When trust is studied simultaneously as explanatory and reference
variables in comprehensive models (eg, Coote et al., 2003; Morgan & Hunt, 1994), studies demonstrate
multiple predictors of trust. Scholars, however, disagree about M.A. Saleh et al. (/Journal of Business
Research 67 (2014) 2523-2530 2525). The impact of trust on commitment needs further examination
from the perspective of importers.

The mediating role of trust. In the literature on channel relationships, trust plays a central role in
developing, maintaining, and sustaining long-term relationships between institutions (e.g., Coote et al.,
2003; Morgan & Hunt, 1994). . less researched. As mentioned earlier, importer knowledge and experience
increase trust, which in turn leads to increased engagement (8. Saleh, Ali, & Andaleeb, 2014). Similarly,
scholars argue that when parties act opportunistically, that opportunism leads to less trust and therefore
less engagement (Morgan & Hunt, 1994). These theories, therefore, suggest that trust mediates the
influence of knowledge and experience, and opportunism, on importer engagement.

Conclusion

A literature review and description were conducted in order to compare and understand the
phenomenon of "Psychological Ownership". When studying the above-mentioned articles, we tried to
approach the issue from the philosophical, biological, and material aspects. We understood that such an
unconditional concept as "Psychological mastery" is understandable to children from 3 years of age on an
insane level. They have the ability to understand the basic principles of "ownership" "the one who owns".
It is clear that emotional attachment to an object, concept, or abstraction may differ from the concept of
"ownership" in the legal field.
Psychological ownership refers to a person's psychological attachment to a product, service, or
idea. It is often associated with importer loyalty, which is the tendency for a customer to remain loyal to a
particular brand, even if they have access to other similar offerings in the marketplace. Psychological
ownership can be seen in a customer's commitment and dedication to a particular brand, as well as their
willingness to pay a premium for it. Furthermore, psychological ownership can lead to increased
customer satisfaction, as customers feel a sense of ownership and familiarity with the product or service
they have chosen. This can help boost a company’s image and create a sense of loyalty and trust, resulting
in an increase in repeat customers.
Psychological ownership is the concept of feeling ownership over something, which can be a
material item, place, or idea. This feeling of ownership is often connected to a sense of pride and
satisfaction, as it can give an individual a sense of control over their environment. Psychological
ownership can be formed in a variety of ways, such as through forming an emotional attachment to a
particular object, or by partaking in activities that involve ownership, such as investing. This feeling of
ownership can lead to an individual feeling more connected to their environment, and also more
responsible for their own actions. This concept has been studied extensively in the field of psychology,
and has been found to have various implications in regard to consumer behaviour. For example, studies
have found that people who have a stronger sense of psychological ownership are more likely to be loyal
to particular brands, and more likely to purchase the same brand in the future. Additionally, psychological
ownership has been linked to increased motivation.
In the second chat session, we saw that one of the ways to create a good relationship between
importers is to have a similar corporate culture. The quality and frequency of communications between
the importer and the supplier can also positively affect the business relationship, as well as exercise
supplier opportunism. The importance of environmental variability and opportunism in business
relationships can lead to negative trade consequences.

2.Methodology
The study aims to examine the relationship between importers' psychological ownership and the
development of the commitments they make to exporters' products and their contribution to the success
and development of these products. In particular, it examines how cultural similarities between importers
and foreign suppliers affect the level of communication, knowledge and experience of importers, as well
as the relationship between them during the conflict. The research methodology involves a qualitative
interpretive approach using semi-structured interviews with a selected group of importers.

We will use The Research Onion to develop the research design, helping us to define each stage of the
process. This approach will help to analyze each aspect of the research step by step. It has a qualitative
interpretive methodology.

2.1.Philosophical level: Interpretivism

Research in this framework is based on the philosophy of interpretivism. Interpretivism is an approach to

research that emphasizes understanding the internal motivations, context, and socio-cultural aspects of
phenomena. It aims to reveal the meaning and interpretation of human actions, interactions, and behavior
in their natural environment. This approach allows us to study the underlying motivations and
understanding of interactions between importers and exporters in the context of the study of
psychological ownership of importers.
Our research, based on interpretivism, will focus on understanding the internal motivations and
relationships between importers and exporters in the context of their communication and cooperation. The
interpretivist approach will allow us to delve deeper into the psychological aspect of these interactions,
uncover the factors that influence their relationships, and understand how this affects product
development and business success.

The application of interpretivism in the structure of The Research Onion will help us to explore and
reveal the deep psychological aspects of the interaction between importers and exporters.

2.2. Methodological Level:

The chosen methodological approach is descriptive. The study uses a descriptive approach to detail and
explain the relationship between importers' psychological ownership and their commitments, as well as to
understand their long-term relationships with exporters.

The choice of a descriptive methodology for this study is justified by the following factors:

Detailed analysis: A descriptive approach allows for an in-depth and thorough analysis of the relationship
between importers' psychological ownership and their commitments, to elaborate on the various aspects
of this process and to find out how they interact.

Detailed description of the data: The descriptive methodology makes it possible to systematically describe
interviews and other data collected from respondents. It facilitates a structured presentation of
information and emphasizes key aspects of interaction.
Identifying motives and relationships: Since a central aspect of the study is to uncover the motives and
relationships between importers and exporters, the descriptive methodology allows for the identification
and detailed investigation of these aspects.

Context analysis: A descriptive approach helps to gain a deeper understanding of the context of the study,
including the relationships between the parties, the impact of external factors, and the economic
environment.

Taking into account these factors and the specifics of your research, the chosen descriptive methodology
meets your objectives and allows you to provide an in-depth and detailed disclosure of important aspects
of the interaction between importers and exporters in the context of psychological property. It is worth
noting that the methodology approach may include other aspects of the types of methodological levels
depending on the development of the issues and available information.

2.3 Methods of Data Collection: Semi-structured interview

In order to collect valuable data from the respondents - importers, the semi-structured interview method
was chosen. This method proved to be an effective tool for obtaining detailed information that would
reveal important aspects of the interaction between importers and their commitments to exporters'
products, as well as long-term relationships with them.

A semi-structured interview combines a certain degree of structure and flexibility in questions. The
researcher has questions prepared in advance, which allows for consistency and comparability of
responses from different respondents. However, there is also room to expand and deepen the
conversation, which helps to identify nuances that can be answered in a more individualized and
multifaceted way.

When conducting semi-structured interviews, we can pay attention to the respondents' reactions,
supplementing or expanding questions according to the context and their language. This approach allows
us to obtain deeper and more nuanced responses, revealing the respondents' beliefs, opinions,
experiences, and emotions.

The use of semi-structured interviews in our study will allow us to dive into the context of psychological
ownership of importers and their interaction with exporters. This will allow us to collect multifaceted data
that will help to clarify and confirm the hypotheses by considering different aspects of their interaction
and overcome possible limitations in the study. The study also used a structured interview format for
some respondents, at the request of the respondents.
The creation of a data collection tool (Guide d'entretien) to investigate the role of psychological
ownership of importers in the development of their commitment to exporters' products is an important
step in our thesis. Here is a detailed description of the process of creating this instrument, according to the
dimensions mentioned:

Intro
1. Please introduce yourself, tell us about your experience, how many years you have been working in
this field, your education, and the size of your company.

2. Tell us about the area you are engaged in, the product/s you import, what share of this product you
have, what share of the exporter's exports is provided to you for sale, what experience you have with this
product.

Context

3. Tell us about the reason for importing the product, what motivates you to sell this product. Do you
identify or personalize your product with yourself?
4. Tell us about the import process, what transformations do you make with imported goods before selling
them on your market, and what is this process like?

Deeping

(Territoriality)

5. What are your observations, impressions and beliefs about whether you should have a joint discussion
with the exporter about the vision and purpose of the imported product?

6. How do you assess the extent to which an exporter interferes with the sale of your products in its
market?

7. Do you feel that he/she is overstepping the boundaries of necessary actions or control?

(Efficacy)

8. Do you know of any companies in the organization that have a similar process for importing and
selling such a product?

9. How can you assess and what factors do you use to evaluate the effectiveness of the exporter's product
sales?

10. Are there things you would like to improve to sell the product more effectively?

(Accountability)

11. If there are any challenges, failures in the exported product, how do you communicate with the
exporter, how easy is it for you to report it when you are not satisfied with something?

12. Or are you embarrassed/hesitant to talk about the product when you think the quality or conditions
have changed?

(Sense of Place or Belongingness)

13. How strongly do you feel that your product is part of the ecosystem of export partners?

14. Do you feel comfortable communicating with them?

(Self-Identity)

15. How do you assess the fact that the success of your sales and product sales is a share of success for
the exporter? Is this share large?
16. Tell us about whether you consider your share in product sales to be significant (How much does your
personal knowledge and strategy influence the degree of product sales)

17. Do you feel that cooperation with the exporter's company is an important element for this importer?

Conclusion:

Willingness to maintain and develop long-term relationships && Loyalty to the exporter:

18. Why do you believe this relationship can be a long-term one?

19. What are the main principles you or your team uses to communicate clearly, support and further
cooperate with the exporter?

20. How important is it for you to work with your current exporter? Or are there several?

21. Would it be difficult for you to switch to a new export relationship (change of exporter)? Would it
change your business strategy and business processes?

Territoriality:

This dimension reflects the way the importer discusses and cooperates with you, including product
development and sales.

Effectiveness.

This dimension examines the level of trust and impact the importer has on your sales and business.

Accountability:

This topic addresses how the importer notifies you of negative situations and responds to product quality.

Sense of Place or Belongingness:

This theme explores your observations about the importer's sense of being part of your organization.

Self-Identity:

The dimensions of this theme assess the extent to which the importer feels that they have shared success
with you and how you influence their self-identity.

Each question should guide the respondent to discuss and disclose their views and experiences related to
the importer's psychological ownership and commitment to the exporter's products.

research tool and reveal additional aspects of the interaction between importers and exporters. Here is
how these topics can be added to the interview:

Benefits of long-term relationships:

This topic aims to explore what specific benefits the importer sees in establishing a long-term relationship
with the exporter. Questions may include discussions about sustainability of supply, joint development
strategy, and other positive aspects.
The impact of strong relationships on business goals and success:

This topic aims to explore how a strong relationship with an exporter impacts the importer's business
goals and success. Questions may relate to increased sales, expanded markets, improved reputation, etc.

Level of commitment to maintaining the relationship:

This topic can reveal the degree of commitment the importer has to maintaining the relationship with the
exporter. Questions may relate to the importer's willingness to invest time and resources in working
together and developing the product.

The role of trust in maintaining the relationship:

This topic may explore the role that trust plays in maintaining and developing the relationship between
the importer and exporter. Questions may focus on assessing the level of trust, risk sharing, and
confidentiality.

These additional topics complement the research methodology, allowing us to understand more aspects of
the interaction between importers and exporters, as well as to explore the impact of strong relationships
and trust on business goals and success.

Data collection and the rationale for choosing specific questions is an important stage of the research, as it
sets the stage for further analysis and reveals key aspects of the topic. In this context, the role of the
"Intro" and "Context" sections is important for achieving the research objectives, namely, to study the
impact of an importer's psychological ownership on its commitment and dedication to the exporter's
product.

Introduction:

In this section, we address the importers and ask them about their background, education, and working
experience in importing a particular product. This helps us to set the context for the rest of the study by
providing a clear understanding of who our respondents are and where they are in their professional lives.
It also helps to confirm that our respondents are relevant to the study.

Context:

In this section, we address the motivations of importers to import a product and their consent to market
that product. The questions allow us to uncover the reasons why importers choose to import this particular
product and how they perceive their own contribution to its success and development. This helps us to
understand how deeply importers feel psychologically committed to the product and to what extent they
are willing to devote attention and effort to its development and promotion.

In general, the Intro and Context sections are key to setting the context in which the role of importer
psychological ownership in their commitment and dedication to the exporter's product is explored. They
help to clarify the importer's personality and motivation, which plays an important role in the
implementation of the study.

In the "Deepening" section, you take the research deeper, exploring in more detail the interaction between
importers and exporters and their views on aspects of cooperation. The questions in this section allow you
to uncover various aspects of the relationship between importers and exporters, their beliefs and
perceptions.
Description of respondents

The respondents interviewed for the study represent a variety of industries and have extensive experience
in importing and exporting goods.

The importers originate from Ukraine and operate in various industries, such as import of pet products,
food industry, agronomic research, pharmaceuticals, fashion retail, and others. They cooperate with
various countries, including Europe and America, and import a variety of goods, from food to cosmetics
and clothing.

The average work experience of importers ranges from 1 year to 14 years, which indicates their extensive
expertise and knowledge in their chosen field. The importance of imported goods for their business can
hardly be overestimated, as they contribute to expanding the range and improving the quality of the
market.

The study found that the psychological ownership of importers plays an important role in establishing
trust, developing commitments, and the success of cooperation. The key factors are the establishment of
mutual trust and communication with suppliers, especially at the initial stage of partnership.

The overall picture shows that the role of importers in the development and success of exporters' products
is very important. The diversity of their business areas, the wide range of imported goods, and their
extensive experience make importers key players in the market that influence the quality, availability, and
development of products.

2.4 Analyzing the results

The process of analyzing the survey results was carefully structured to ensure high quality and in-depth
understanding of the data. First, after the interviews were transcribed, a special table was created, which
proved to be a powerful tool for systematizing and processing the large amount of textual information
provided by the respondents.

This table reflected the structure of interaction between the respondents and the main research topics. The
top row of the table included respondents, and the first column included the main topics. Each cell in the
table served as a place for a specific description and conclusion about the relevant aspects of the study.
This approach made it possible to easily track and compare the views and approaches of different
respondents on the same topics.

One of the key advantages of this table was its ability to provide an objective way to compare information
between different respondents. Thanks to this table, researchers could easily find common views and
approaches between different respondents, as well as identify differences and indivisible features in their
responses. This allowed for a deeper understanding of the wide range of opinions, experiences, and
approaches to imports and interaction with exporters.

Table of information about respondents

Respondents Function Import experience Study Background

Respondent 1 CEO 12 years higher education in the

specialty of electrical
engineer
 Respondent 2 CEO 14 years Higher agricultural
education

Respondent 3 Owner 7-8 years None

Respondent 4 5 years

Head of the own import Higher education in the

department field of pharmacy

Respondent 5 Higher education in the

1 year field of sports
Brand owner

Respondent 6
1 year Higher education in the
Brand owner field of pharmacy

Respondent 7 Owner of the clothing 6 years Bachelor's degree in

store “TK Boom” History

Respondent 8 logistics and the 10 years Degree in Business

paperwork Administration

Respondent 9 accountability, paperwork 4 years Bachelor's degree in

and pricing policy Accountability

Table of information about the company (1-3 respondents)

Respondents Respondents 1 Respondents 2 Respondents 3

Region Ukraine, Vinnytsia Ukraine, Vinnytsia Ukraine, Lviv

Industry Animal feed Agricultural laboratory Food industry

Size 250 20

Number of countries 2 1 5

Table of information about the company (4-6 respondents)

Respondents Respondents Respondents Respondents

Region All Ukraine Lviv Lviv

Industry Pharmacy & Beauty Fashion Retail Fashion Retail

Size Big small small

Number of countries 1 3 1

Table of information about the company (7-9 respondents)

Respondents Respondents Respondents Respondents

Region Lviv reg., Ukraine Lviv reg., Ukraine Lviv reg., Ukraine

Industry clothing cosmetics food and everyday

products retailing

Size 1-10 10-20 10-20

Number of countries 2 2 1
 3. Results
The answers of the respondents provide us with a unique perspective on their business and the importance
of the imported product. Based on these responses, several key aspects can be identified:

The respondents represent a variety of business areas, such as pet products, agronomic research,
cosmetics, fashion clothing, and others. This indicates a wide range of products and services that can be
imported to meet the needs of different consumer groups.

Trust and interaction. Most respondents emphasize the importance of establishing mutual trust and
effective communication with suppliers. This indicates the role of psychological ownership of importers
in building sustainable partnerships that contribute to the success of joint projects.
Respondents' answers emphasize the importance of imported products for consumers. They emphasize
the role of the product in meeting needs and providing important resources.

Partnership and cooperation: The majority of respondents indicate that cooperation with exporters is an
important element for their business. This demonstrates the impact of long-term relationships on the level
of success and development of importers.

Comparative analysis and overview of responses

Respondent 1 notes that the choice of product for import is based on the company owner's personal
connection with the product, in particular, his personal experience and interest in the pet business. This
indicates a deep understanding of the product and the specifics of its choice.

Respondent 2 considers the selected products (olives, pasta, tomatoes) as a result of previous experience
and knowledge of the market. The lack of details on personal reasons may indicate a more objective
approach to the choice.

Respondent 3 chooses a product for import, focusing on the lack of quality analogues in the domestic
market, the relevance of research and cooperation with suppliers. This indicates a focus on quality and a
scientific and practical approach.

Respondent 4 chooses unique brands for import as a result of a joint decision of the company. His
personal identification with the product indicates a great interest in cooperation.

Respondent 5 bases the import of fabrics on their quality and affordability. The export project supports
the Armed Forces of Ukraine, which is evidence of social responsibility.

Respondent 6 emphasizes the importance of the owner's personal desire to import in the fashion business.

Respondent 7 emphasizes the information and accessibility of clothing, meeting the needs of customers.
Respondent 8 emphasizes the growing demand among Ukrainian consumers for quality cosmetics at an
affordable price. Their desire to provide consumers with quality and affordable cosmetics reflects their
mission.

Respondent 9 emphasizes earnings as a key factor in choosing imported goods, as well as popularity
among customers.

The study shows that the motivation to import products has various aspects, from personal interests and
experience to market needs and the desire to maintain product quality. The importer's personality plays an
important role in shaping the strategy and choosing the product to import, as well as in building
cooperation with exporters to achieve common goals.
Personal connection to the product or industry. Several respondents (e.g., Interviewee 1 and Interviewee
6) mentioned a personal connection to the product or sector in which they work. This may include
personal interests, experiences, or hobbies that motivate them to choose these products for import.
“The owner of this business, Vyacheslav Ivanovich, who is now the owner of this business, has a hobby,
he deals with dogs. And once he bought his dogs in Germany from a famous breeder. And he liked the
way these dogs looked. They had beautiful fur, they had good active qualities..... I feel all the strength in
me that I will sell it”(R1)
“I import goods because it was my dream to have my own business in the fashion business. I identify the
product with myself because the store and the product are an expression of me, my inner world and
desire to create”(R6)

Product quality. Several respondents (e.g., Interviewee 3, Interviewee 5, Interviewee 8) emphasized the
importance of product quality. They are looking for products that are of higher quality than those
available on the domestic market, and this becomes an important argument for importing them.
“We chose the supplier based on the following: the needs of our laboratory; lack of high-quality
analogues of the equipment in the domestic market...”(R3) “Our motivation stems from the belief that
everyone deserves access to decent cosmetics that enhance their beauty and well-being.”(R8)

Cooperation with suppliers. Several respondents (e.g., Interviewee 1, Interviewee 4, Interviewee 8)

mentioned that their choices are related to cooperation with specific suppliers or exporters. This may
include different ways of cooperation, such as partnerships or joint product development.
“We have established strong partnerships with reputable suppliers in these countries.”(R8)
“But for example, for the Naobay brand, we have a large share of more than 50% of the production by
the exporter”(R6)

Relevance to market needs. Several respondents (e.g., respondent 2, respondent 7, respondent 9) indicated
that their product choices are in line with market needs. They choose products that are popular with
customers and meet their needs.
“It's about meeting the market demand and maximizing the business opportunities”(R7)

The common aspects therefore include personal connection to the product, quality, cooperation with
suppliers, and meeting market needs.
3 common aspects:

Preparation and design. All respondents focus on preparing the documentation required for imports,
including contracts, paperwork, and payment of taxes and duties.

Quality control. The majority of respondents pay attention to quality control after receiving the imported
goods. This is an important aspect to ensure the high quality of the product before it is sold.

Adaptation to market conditions. Several respondents indicate that they can adapt the packaging, labeling,
or product specifications to the requirements and preferences of the local market.

Differences:

Scope of work. Respondents have different approaches to the amount of work. For example, respondent 1
mentions branding of the imported product and its further sale through pet stores, while respondent 6
simply sells the product in the store without internal changes.

Cooperation with third-party suppliers. Some respondents, including Respondent 4 and Respondent 8,
emphasize the need to cooperate with suppliers and fulfill all mutually beneficial conditions.

Involvement in research. Respondent 3 notes the use of imported goods for agronomic research at the
request of clients, which is a distinctive aspect of the specific activity.

Technical limitations and logistical difficulties. Respondent 2 notes that technical constraints and
logistical difficulties can affect the timing and results of imports.

This suggests that different importers have different approaches and priorities in organizing imports.

Shared insights:

Personal experience and motivation: In all cases, personal experience played a significant role in shaping
their motivation to pursue a particular field of work. They found a way to combine their interests,
knowledge, and values with business.

Collaboration and partnerships: All respondents place great importance on establishing and maintaining
relationships with partners and suppliers. Trust, partnership and information sharing are key components
of their business strategy.

Adaptation to market requirements: They all demonstrate the flexibility and ability to adapt their business
strategies to market requirements based on customer needs and demand.

Common motive with conclusions:

The main motive of the respondents is to combine their personal vocation, specialization and values with
business. They use their personal experiences as strength and direction to choose the right products to
import, develop unique products and equipment, and provide care and quality to their customers. This
motivation allows them to effectively manage their businesses, build long-term partnerships, and
contribute to the development of their respective industries in the market.

3.1. Interaction with the Exporter: Vision, Control and Boundaries

An open and constructive approach to cooperation:
The respondents' answers show a positive attitude towards cooperation with exporters. They note that the
company actively discusses the details of the vision and purpose of the product, and focuses on common
goals and plans.

Shared vision and goals:

Many respondents emphasize the importance of having a shared vision and goals with the exporter. This
helps to ensure that the product meets the needs and requirements of different markets, and helps to
establish mutual understanding.”Discussing the vision of cooperation with the exporter is a basic thing in
cooperation, so we regularly communicate with each exporter and review the terms of cooperation”(R4)

Focus on quality and positive feedback:

Several respondents noted a focus on product quality and positive customer feedback. This indicates a
shared desire to create a quality product and meet market demands.

Organization of training and support:

One of the respondents mentioned active cooperation with the German partner in terms of training and
support. This demonstrates a willingness to discuss implementation details and provide qualified training.
“the supplier provides, if necessary, service maintenance of the supplied equipment and provides training
for the buyer's personnel”(R3)

The importance of communication and mutual understanding:

Most respondents emphasize the importance of open and transparent communication with exporters. This
helps to achieve common priorities, establish mutual understanding and build sustainable cooperation.
“Effective communication and clear agreements help prevent any potential conflicts or
misunderstandings”(R7)

Having own approaches and values:

Some respondents emphasize the importance of independence and the ability to implement their own
sales strategies. At the same time, cooperation with exporters is still important for information exchange
and support. “I buy. I sell. It's just my business. I communicate with the exporter by mail”(R6)

A desire for mutually beneficial cooperation: All respondents indicate that exporters do not try to impose
strict conditions or control over sales. Instead, their desire is to create a mutually beneficial cooperation
where both parties jointly contribute to the success of the product. “We have established a collaborative
relationship based on mutual respect and trust. Both parties understand the importance of maintaining
our respective roles and responsibilities while working towards shared success”(R7)
Balance between intervention and autonomy: The majority of respondents say that the degree of exporter
intervention is balanced, where they provide support and advice but do not impose excessive control. This
allows importers to retain autonomy and responsibility for sales. Some respondents pointed out that
despite the exporter's desire to exercise control, importers are careful to maintain their own autonomy and
limit the imposition of positions that may affect their interests.”Sometimes yes (meaning that there is
interference with the importer's work), but we quickly find a common language with the exporter. So
everything remains under control”(R5)

Joint strategy development: Several respondents indicated that importers and exporters actively
communicate and discuss sales strategies. This open communication helps to achieve agreement and a
balanced approach to intervention.”We cooperate quite closely with the German company on the results
of testing and implementation of new equipment before it is sold on the Ukrainian market”(R3)

Optimal level of interaction: The general opinion of the respondents is to achieve an optimal level of
interaction between the exporter and the importer. This helps to ensure the effectiveness of cooperation
and the achievement of common goals.

Mutual benefit and partnerships are emphasized by several respondents. They point out that exporters do
not overstep the boundaries of required actions or controls, but instead provide information and support to
adapt the product to different market conditions.
To summarize, the respondents' answers indicate that exporters usually seek cooperation, support, and
mutual understanding, but at the same time they follow a partnership approach and try not to impose
excessive control over sales. Considering this aspect in the context of the interviews, it is possible to
identify the importance of a balance between autonomy and joint work to achieve successful cooperation.
The respondents emphasize that importing companies retain the importance of addressing strategic issues,
while exporters play the role of information providers, facilitating product adaptation and raising
awareness. They are actively working to ensure a positive atmosphere of cooperation and understand the
importance of partnership without imposing strict restrictions or negative control.

The majority of respondents emphasize that their company sets clear boundaries for cooperation with
exporters and does not allow interference in important aspects of their business. This demonstrates their
ability to protect commercial interests and resolve conflict situations that may arise.

All respondents emphasize the importance of mutual understanding, a positive atmosphere, and the
establishment of effective mechanisms for resolving conflicts and issues. They actively communicate
with exporters, looking for common language and reaching agreement on issues related to sales and
marketing.

In general, the respondents' answers emphasize a stable balance between the exporter's control and the
independence of importing companies. Mutual trust, understanding of roles and openness contribute to
successful cooperation and product development in different markets.

This topic examines the role of psychological ownership of importers in shaping the commitment and
motivation towards exporters' products. The research shows how psychological factors influence the level
of engagement, commitment and performance of importers in partnership with exporters.
Insights and motives for interaction:

● Personal connection and passion: The owner's connection to the product encourages importers to
engage more actively in cooperation, feeling personally connected and responsible to the product.
● Responsibility to consumers: Based on the personal connection, the responsibility to customers
increases, which motivates importers to put more effort into the product.
● Intrinsic motivation and a sense of self-importance: Awareness of the impact of their work on the
success of the product strengthens importers' commitment and motivates them to become more
involved.
● Owner support: Owner support helps to strengthen importers' motivation by influencing their
commitment and involvement in common goals.
Conclusions and common aspects:
The deep psychological connection between the owner and importers indicates a common goal and
partnership in product development and sales. A shared vision, discussion of strategies, transparency and
equality create an effective context for cooperation. Mutual support and recognition of the intrinsic
importance of importers are important. Research shows that successful cooperation is based on a balanced
psychological connection that maximizes the effectiveness of product sales and achievement of common
goals.

Difference in approaches:

● Respondent 1 emphasizes the importance of the owner's personal connection to the product, which
motivates importers to cooperate.
● Respondent 2 emphasizes the importance of a common vision, product quality, and partnerships.
● Interviewee 3 emphasizes the controllability of the exporter's intervention and its impact on the
commitment of importers.
● Interviewee 4 brings to the forefront of the discussion the vision and purpose of the product as the
basis for partnership.
● Interviewee 5 observes regular discussions on product vision and purpose to support common
goals.
All respondents point out the importance of a psychological connection between importers and exporters
that stimulates commitment, motivation and efficiency of cooperation.

3.2.Analysis of import and sales efficiency: factors and need for optimization
Respondents' answers indicate that they are aware of the existence of competitors in the market. They
share examples of companies. Different respondents point out different types of interaction with
competitors. Some competitors are partners with whom they exchange experience and analyze the market.
Other competitors act as true rivals, focusing their efforts on the market, product range, and pricing.

Key aspects that stand out from the responses:

Analysis and observation of competitors: The answers show that respondents closely monitor the actions
and strategies of competitors. This helps them to understand market dynamics, sales movements, and
customer interactions.
Adapting and improving strategies: Respondents use competitor intelligence to adapt their own strategies.
They emphasize the importance of seeing possible areas for improvement, as well as using knowledge to
optimize product mix and pricing. “To be more effective, I focus on better marketing strategies, like using
social media and working with influencers.… I regularly update my product offerings to give customers
more choices and keep them interested.”(R7)

Healthy competition: Respondents emphasize that they strive for fair competition. Instead of price
dumping, they seek to compete on the basis of product quality and value-added services.
“We adhere to the principles of fair competition. We try to compete not through price dumping, but
through the quality and quantity of additional services provided.”(R3)

Uniqueness and distinction: Some respondents noted the importance of bringing a unique product to stand
out from the competition. This can be an important factor in attracting customers.
“I try to bring different products from them to make my store unique in the market.”(R6)

Experience and team: The experience of the company and its team of employees influence the results of
implementation. The extensive experience and qualifications of the team allow to achieve better results in
working with the market.

Interaction with clients: The responses emphasize the importance of thorough communication with
clients. The ability to understand their needs and desires helps build long-term relationships and
contributes to the success of the product.

Pricing policy: Responses point to the importance of an adequate pricing policy. Prices can affect the
competitiveness and success of a product, especially in a volatile market and currency fluctuations.
“The second factor is pricing policy. As I told you earlier, the market is not stable all the time. I call it a bit
of a mess in the market right now. I don't know how to put it... It's not that you can't predict it, you
can't... Well, in principle, that's what it's called. There is no stability.” (R2 When asked about the factors
that drive product sales, he says that a stable price is a factor when the market is going through difficult
times)

Marketing strategies: The ability to properly position and promote a product in the market is an important
aspect. Advertising campaigns and support play a key role in ensuring the success of the product.

Distribution: The choice of effective distributors and distribution strategy have an impact on reaching a
wide audience and sales success.

Knowledge and adaptation to market trends: Several respondents noted the importance of analyzing
market dynamics and adapting to changes. Keeping abreast of market trends helps to stay competitive.
Respondents emphasize that staying on top of market trends and learning from other companies'
experiences helps them adapt to the constant changes in the market.

“ I mainly look at sales numbers and customer feedback to gauge how well the products are doing in
their market. Positive feedback and high sales show that the products are popular and meeting customer
needs.”(R7)
Product and service quality: The responses also emphasize the importance of product quality and
customer service. According to respondents, this is a key factor in successful sales.

They expressed several key aspects that collectively point to strategies and approaches to achieve greater
efficiency in marketing the product:

Marketing and advertising: Respondents pointed to the importance of investing in marketing and
advertising for the product. This includes using a variety of channels, such as online advertising and
social media, to promote the product to a wide audience.

Partnerships and support: Consideration of opportunities to improve cooperation with distributors and
other market players to ensure effective product support.

Promotion and positioning: Focusing on the promotion and positioning of the product in the market. This
includes working on ways to interact with consumers and build a positive product image.

Communication with customers: The importance of strengthening communication with customers to

better understand their needs and wants, which helps build long-term relationships.”We work only with
bloggers and on the Instagram page”(R6)

Adaptation to market conditions: Respondents mention flexibility in pricing and strategies to adapt to
market changes and currency fluctuations. “We analyze market dynamics and the ability of competitors
to adapt prices to changes. The ability to respond adequately to market trends helps to maintain
competitiveness”(R2)

Process optimization: Some respondents pointed to the need to optimize internal processes to ensure
greater efficiency and resource savings.

Respondents have in-depth knowledge of the competitive landscape and use this knowledge to develop
and improve their strategies in a competitive environment.
In summary, respondents' answers emphasize that successful product sales depend on a comprehensive
approach to business that takes into account both internal and external factors
A common theme is the recognition of the need for continuous improvement and adaptation to change,
which is an important factor in the successful implementation of a product in the market.
The research topic covers the importance of cooperation with an exporting company in the context of
product development and sales. The respondents who are importers shared their views on the key aspects
of this cooperation and the impact on their commitments and success.

Analysis of responses:
Respondents' answers provide an opportunity to highlight several key aspects that are common to their
opinions and views:
 ● The role of team and experience: Respondents emphasize the importance of experience and an
effective team of employees in ensuring successful product implementation. Experience and
interaction between team members help to achieve better results.

● Positioning and marketing: The importance of proper positioning and promotion of the product in
the market. Advertising, marketing support, and the use of various promotion tools can
significantly improve product sales results.

● Motivation: Different motivations help importers develop commitment. The desire to succeed and
personal growth influence the responsibility and effectiveness of product development.

● Analysis of competitors and partners: The importance of analyzing competitors and partners in the
market. This approach allows you to understand various aspects of market dynamics and find new
opportunities for improvement.

● Pricing and competitiveness: The right pricing policy and adaptation to market trends are essential
to ensure competitiveness.

Differences: While there are some commonalities in some views, differences arise from individual
motivations. Some emphasize the search for quality products at affordable prices, while others are more
focused on the desire to grow their business and represent quality brands.

Overall conclusion:
The importance of cooperation with an exporting company requires a comprehensive approach.
Experience, an effective team, proper positioning, marketing support, adapted pricing, and motivated
importers help ensure successful product sales. A thorough analysis of the market, competitors and
customers, as well as a commitment to continuous improvement, help maintain competitive advantages
and ensure sustainable growth.

3.3.Effective Communication and Challenge Resolution with the Exporter

The main points that unite their responses can be summarized as follows:

Paying attention to interaction: All responses emphasize the importance of active communication and
interaction with exporters. Respondents emphasize that open and direct feedback helps to solve problems
and avoid further complications. “Of course, we have a well-established system. We place orders. We
place orders six months in advance.” (R1 Answering questions about communication during disruptions
or business processes of goods stolen)

Readiness for joint solutions: All respondents express their willingness to work together with exporters to
solve problems. This joint practice helps to ensure efficiency and stability in the relationship.”Open
communication is essential to maintain a good relationship with the exporterNo, I'm not embarrassed or
hesitant to talk about the product if there are changes in quality or conditions. Open communication is
essential to maintain a good relationship with the exporter”(R7)
Foreseeing possible problems in advance: Several respondents say that their companies try to anticipate
possible challenges and develop strategies to address them. This helps reduce the negative impact of
supply disruptions. “We try to work out all the issues with the supplier's logistics service
in advance. Especially now. We work under 100% prepayment contracts” (R3)

Clear contracts: Several responses highlighted the importance of clear contracts that provide for a
complaint and replacement procedure for non-compliant products. This makes the problem-solving
process more efficient. “We have an agreement in which all stages of import to Ukraine are spelled out
and we refer to the agreement clearly.”(R5)

Focus on maintaining quality: The key focus is on product quality. Respondents emphasize the
importance of identifying, understanding, and resolving issues that may affect product quality. All
respondents emphasize the importance of maintaining product quality in the face of changes and
shortcomings. They emphasize that quality assurance is the primary goal of collaboration.
“There are certain agreements on returns, which are in case the product is damaged in transit, or, for
example, the reason is some kind of vacuum, or the lid is not properly closed, or a manufacturer's
of the manufacturer. The manufacturer comes to a meeting, says okay, we'll write it off or work on it next
time, in general, there is such informal communication, in my experience, in my company, that we a
manufacturer there, we had some misunderstandings, because there were some problems” (R2 Answers
the question about communication during calls and notes that a similar situation arose with low-quality
goods. He notes that the quality factor is important to both parties, hence the concessions from the
exporter and quick communication)

Active problem detection: All respondents emphasize the importance of proactively identifying defects
and changes in the product. They do not avoid reporting such problems to the exporter, but rather do so in
a frank and timely manner.

Open communication: Respondents emphasize the importance of open and direct communication with
exporters. They understand that this approach facilitates quick consideration of issues and resolution of
shortcomings. “In fact, open and honest communication is essential in maintaining a strong business relationship.
We understand that occasional issues may arise, and it is important to address them proactively.”(R8)

Maintaining quality:

Working together on solutions: Many respondents indicate that they work together with exporters to
resolve deficiencies and changes. This approach promotes mutual understanding and joint efforts to
improve the product. “By promptly notifying the exporter about any changes or concerns, we can work together
to find suitable solutions and ensure the best possible product quality for our customers.”(R8)

Responsibility and initiative: The respondents support the idea of taking responsibility for the product and
willingness to take the initiative in addressing deficiencies. They see themselves as active participants in
improving the situation.
Compliance: Several respondents indicate that they adhere to the terms and conditions that have been
previously agreed upon to avoid similar situations. This approach helps to ensure smooth operation and
mutual understanding.

The common features of the respondents' answers indicate the importance of cooperation, readiness for
joint decisions and active response to challenges and disruptions to ensure stability and quality in the
export process. Overall, respondents demonstrate a focus on maintaining product quality, open
communication, and joint efforts to improve the product. This contributes to maintaining sustainable
cooperation with exporters and achieving common goals.
The general summary of the respondents' answers on the topic "Importance of cooperation with an
exporting company" in the context of the interviews emphasizes the importance of effective
communication, openness, mutual understanding and responsibility in dealing with exporters in the face
of challenges and disruptions.

Insights and key conclusions that can be drawn from the responses analyzed:

Internal motivation and responsibility: Many respondents pointed to the importance of intrinsic
motivation and the desire to succeed as a factor that drives their involvement in product development.
This confirms that a personal stake in the product leads to greater responsibility and engagement.

The importance of openness and communication: Respondents' answers emphasize that openness and
direct communication between importers and exporters are important for effective cooperation. Several
respondents emphasized that avoiding or delaying communication can lead to negative consequences.

The role of trust and psychological ownership: Several respondents pointed to the importance of trust
between importers and exporters, which affects their willingness to talk openly about product
shortcomings and opportunities. They emphasized that this trust is the basis for successful interaction.

A common thing: most respondents emphasized the importance of working together to improve the
product. This indicates that they perceive themselves as part of a team and feel responsible for its quality
and success in the market.

Sustained motivation to grow: Several respondents noted that their motivation is linked to achieving high
standards and growing their business. This shows that they are committed to sustainable development and
success.

Taking into account these insights and conclusions, we can conclude that interaction with an exporting
company requires a combination of internal motivation, openness, trust and responsibility. All of this
together contributes to successful cooperation and product development in the market. It is important to
emphasize that individual motivations may be different, but their joint influential solution is primarily
manifested in the desire for quality and successful cooperation.
3.4.In-depth understanding of the product as part of the ecosystem of partners and comfort in
communication with exporters
They expressed a variety of views on this issue, indicating different ways of perceiving and interacting
with exporters.

A sense of dependence and importance: Interviewees 1 and 8 emphasize a deep level of dependence on
exporters and their brands. They view these interactions as an integral part of their business ecosystem.
This approach emphasizes the importance of collaborative efforts and mutually beneficial relationships.
“It is very important for us, in fact. Our relationship is very important to us.”(R1)

Customer segmentation: Interviewee 2 provided meaningful insights into the way they view their
customers. He identified different categories of customers depending on their reaction to the cooperation
and product. This shows his ability to adapt to the needs of different customer groups.
“You can divide clients into three categories. The first one is a giver, and the second one is a taker: if you
make a little effort, they will take it. But you make an effort, because you have to sell, convince, and push
them crazy. And the third category is, so to speak, the category of friends with whom it is easy to work,
with whom you have great communication, with whom they generally accept you, they are happy to work
with you, they are ready to accept, they are ready to listen to you, to help you, to help you out.”(R2)

Partnerships and strategic approach: Interviewee 8 emphasized that their cooperation with exporters goes
beyond a transactional relationship. They view this interaction as a strategic partnership where both
parties contribute to the achievement of common goals. This emphasizes a deep understanding of the
relationships in the partner network.
“I feel strongly that our product is an integral part of the export partner ecosystem. Our collaboration
goes beyond a simple transactional relationship; it is a strategic partnership. We work closely with our
export partners, aligning our goals and sharing a common vision for success. This sense of belonging to
the ecosystem fosters a strong bond and promotes effective communication.”

Pragmatic approach: Interviewee 9 expressed a more pragmatic view of the product as a means to achieve
her stores' goals. For her, the product is a means to achieve success in her business, and she does not
necessarily see it as an integral part of the affiliate ecosystem.
“We value the business aspect of the relationship, ensuring we get good products at fair prices”

In general, the feeling of the product as part of the partner ecosystem ranges from deep inclusion to a
pragmatic approach. Respondents understand the diversity of their customers and partners and choose the
approaches that best fit their business strategies and goals.

The respondents provided important information about their comfort in dealing with exporters,
highlighting different aspects and shades of this issue. Here is a summary of their answers and analysis:

Openness and positive approach: The answers of respondents 1, 4, 5, and 7 indicate that they are open to
communicating with exporters. They are comfortable communicating and interacting with them, which
may be the result of their positive attitude and openness to new experiences.
Relationships and trust: Interviewee 7 notes that she has built good working relationships with exporters.
This emphasizes the importance of trust and mutual understanding for successful cooperation.
Interviewees 1 and 2 also indicate that despite possible language barriers, they strive to maintain
communication and find ways to mutually understand each other.
“ I feel comfortable communicating with them. We have built a good working relationship over
time.”(R7)
“This is not easy, given that we speak different languages. I don't speak German, and neither does
Vyacheslav Ivanovich. We do have a German partner in Germany who helps us there.”(R1)

Adaptation to customers: Respondent 2's answer about customer segmentation indicates his flexibility and
ability to adapt to different types of partners. This may indicate an understanding that different exporters
may require different approaches.

Cooperation and effectiveness: Interviewee 3's response emphasizes the desire to find a common
language with exporters. This may indicate the importance of cooperation and the desire to achieve
common goals. ”We try to find a common language”

Practical approach: Interviewee 9 expressed a pragmatic view of communication with exporters, where
communication is more focused on practical aspects. This may be related to her main focus on the
efficient operation of her stores. “We see our product as a part of the export partner ecosystem, but it's
more of a practical connection than an emotional one”

In general, most respondents emphasize the importance of comfort and openness in dealing with
exporters. They understand that effective communication and mutual understanding are key elements of
successful cooperation.
Analysis and Conclusions:

Sense of Ecosystem Dependence: Several respondents emphasize that their businesses feel that they are
part of a larger ecosystem that includes exporters. They see interaction as an important factor for
strengthening partnerships and joint growth.

Comfortable communication: Many respondents emphasize the importance of comfortable

communication with exporters. They recognize that effective communication is key to successful
cooperation and achieving common goals.

The role of psychological ownership: Most importers understand the impact of psychological aspects on
their commitment and motivation in dealing with exporters. They emphasize the psychological
satisfaction and responsibility that influence the quality of cooperation.

Personalized Approach: Some respondents divide their customers into different segments and adapt
approaches to each group. This demonstrates flexibility and the desire to take into account unique needs.

Partnerships: Many importers focus on building deep and sustainable relationships with exporters. They
believe that joint success and growth is achieved through partnership.
Common and Different:

The following commonalities can be identified based on the respondents' answers:

● Importance of Interaction: Most respondents understand the importance of cooperation with

exporters and partners for the success of their business.
● Comfortable Communication: All respondents emphasize the importance of convenient and
effective communication with partners to achieve common goals.
● Psychological Aspect: Most importers note the impact of psychological factors, such as
responsibility and satisfaction, on their work and commitments.
As for the differences:

● Customer segmentation: Some importers emphasize the importance of categorizing customers for
more effective cooperation.
● Ecosystem dependence: Some importers feel a deeper relationship with the ecosystem,
emphasizing the role in partnerships.

Overall Conclusions:
The respondents unanimously recognize the importance of cooperation with exporting companies. The
main key aspects include the comfort of communication, the psychological dimension, and the sense of
belonging to the ecosystem. They also emphasize the importance of a personalized approach to customers
and building partnerships.

3.5.Interaction between importer and exporter as a key to product success and strategy
implementation
Mutual success: The majority of respondents (1, 3, 4, 7, 8) see their role as importers as an important link
in the chain of cooperation with exporters. They realize that their actions affect the success and
development of exporters. This interaction determines their common destiny.
“I assess the success of my sales and the product's performance by comparing sales numbers and
customer feedback. If the products sell well, it means we both succeed.” (R7)
“The success of our sales and product sales is indeed a shared responsibility and a reflection of the
exporter's success as well. We believe in a symbiotic relationship where both parties contribute to
achieving mutual goals.”(R8)

Partnership: Respondents (1, 4, 8) emphasize the partnership nature of the interaction. Importers see
themselves as partners whose work contributes to their common success. This partnership is based on
complementarity and common goals.
“The success of our sales is definitely a part of the success of exporters, because we are opening a new
Ukrainian market for them”(R4)

Relationships and mutual understanding: Interviewee 2's response emphasizes the importance of trust and
mutual understanding between importers and exporters. This can influence successful cooperation and
product realization.
Financial contribution and recognition: Respondents (1, 3) note that although their contribution may not
always be the main source of income for exporters, they still feel that their role is important. Recognition
by the state (respondent 3) or by exporters themselves (respondent 1) further emphasizes this importance.
“ I think that if we were gone in our lifetime, and we're not, it's a shame, honestly. They wouldn't. They'd
be sorry, but... They're just that big. And you know, to be honest, if they lose us as partners, it won't really
affect their overall budget, as far as I'm concerned..” (R1)

Local market and consumers: Respondents 4, 5, 7, 8 point to the role of the importer in studying and
meeting the needs of consumers in the local market. Their knowledge of consumer demand and product
selectivity is reflected in the choice of products to import.
“Understanding my customers' preferences and providing what they want helps drive sales.”(R8)

Quality and reputation: Respondents 4 and 8 emphasize that they pay special attention to the quality of
goods and their own reputation. This indicates their desire to represent and maintain high standards.

Interdependence: Respondents' answers emphasize the interdependence between importers and exporters.
Their actions are interconnected and influence each other, forming an important network of interaction.

The results of the analysis of respondents' answers show that personal knowledge and strategic decisions
of importers play an extremely important role in product sales and relationships with exporters. Here are
some common aspects and key findings:

Personal knowledge and efficiency: Respondents (1, 2, 3, 8) emphasize that importers are able to
influence the efficiency of product sales through their personal knowledge. Understanding market trends,
consumer needs, and advertising strategies plays an important role in determining which products are
worth purchasing and how to sell them effectively.
“My personal knowledge and strategies play a significant role in product sales. Understanding my
customers' preferences and providing what they want helps drive sales.”(R7)

Strategic decisions: Respondents (1, 2, 3, 8) indicate that strategic decisions of importers have a direct
impact on the successful implementation of the product. They are able to choose products that have great
potential in the market and develop plans for their promotion, which is reflected in the performance of
their activities.

Segmented approach: Respondents (3, 9) indicate that their knowledge and strategies are aimed at
selecting products that meet the needs of their customers. This demonstrates the importance of adapting to
specific market segments and understanding consumer demand.
“We have a segmented approach to choosing the supplier's products that we use ourselves and sell on
the Ukrainian market”(R3)

Interaction of all employees: Interviewee 4 emphasizes that sales success does not depend only on the
importer, but also on the interaction of all employees of the company. This interaction and joint activity
affects the level of sales.
Context and implementation: Interviewee 5 indicates that while his role is limited to influencing success
relative to exporters, his knowledge and strategies are important in product management. This is
emphasized by his cooperation with the Liberty Fund.

The role of the individual: The role of importers is highly individualized and depends on their personal
experience, knowledge and approach to product management.

In general, the personal knowledge and strategic decisions of importers play a crucial role in product
realization, market introduction and interaction with exporters.

Strategic cooperation: Respondents (1, 3, 4, 5, 7, 8) indicate that cooperation with an exporting company
is crucial for the effective implementation of their business. They see it as an opportunity to develop
partnerships and achieve common goals. The effectiveness of cooperation lies in close interaction, mutual
understanding and joint work on strategies.

Longevity of the relationship: Respondents (2, 3, 4) indicate that the duration of the relationship with the
exporting company has a significant impact on the success of cooperation and product sales. Long-term
relationships foster mutual understanding, confidence, and stability.

Product quality: Respondents (2, 5) emphasize the importance of the quality of the exporter's product.
High-quality fabrics and products play a critical role in meeting customer needs and ensuring a reliable
product portfolio.

Common goal: Respondents (7, 8) emphasize that cooperation with an exporting company helps to
achieve common goals and success. Interaction helps to use mutual strengths to meet market needs and
ensure high quality products.

Economic impact: Respondents (4, 5) emphasize the economic aspect of cooperation. They point to a
significant volume of exports and a large percentage in their sales, which creates a direct impact on their
success.

Practicality: Respondent 9 emphasizes that cooperation with an exporting company is important for
maintaining the product range and meeting the needs of customers in their stores.

In general, cooperation with an exporter's company is considered a key factor in the success of importers.
It ensures stability of supply, product quality and the ability to develop partnerships to achieve common
goals.
Respondents emphasize the importance of cooperation with exporting companies for the success of their
business. They view this cooperation as a mutually beneficial partnership where both parties have the
opportunity to achieve common goals. The success of the relationship depends on the level of interaction
and cooperation with exporters.

Analysis:
Partnership and success: Respondents view cooperation with exporters as a key factor for the success of
their business. They understand that effective cooperation with an exporting company can have a positive
impact on their sales and performance.

Mutual benefit: Respondents emphasize the importance of mutually beneficial relations with exporters.
They see joint cooperation as a way to achieve common goals and mutual growth.

Common goals: Respondents emphasize that cooperation with exporters helps them achieve goals that
they could not achieve on their own. They see it as an opportunity to expand the range of products and
improve their quality.

Common aspects:

● Mutual benefit: All respondents emphasize the importance of mutually beneficial cooperation with
exporting companies, where both parties benefit.

● Dependence on quality: Respondents indicate that the quality of an exporter's products is

important for their business. Product quality affects the reputation and success of the interaction.

● Strategic analytics: Several respondents note the importance of market analysis and strategic
planning for the successful sale of the exporter's products.

Differences:
● Impact on products: Some respondents emphasize the importance of their role in the sale of the
exporter's products, taking into account their quality and carrying out domestic sales.

● Personal knowledge and strategy: Some respondents emphasize the importance of their own
knowledge and strategy in determining the successful realization of the product in the market.

● Self-identity: The respondents' answers indicate that their personal stake in the success of the
product and their own development also influence their cooperation with exporters.

Conclusion:
The overall importance of cooperation with exporting companies for the success of the respondents'
business is a key theme. They emphasize mutual benefit, common goals, and the importance of product
quality. However, different respondents may have different approaches to realizing this cooperation,
depending on their personal knowledge, strategies, and self-identity.

3.6.The importance of long-term relationships, strong partnerships and the role of trust in
achieving business success

The advantages of long-term relationships.

In their responses, respondents consider the benefits of long-term relationships with exporting companies.
They emphasize the positive aspects that arise from long-term cooperation.
Analysis:

● Stability and trust: Long-term relationships create a sense of stability and trust between business
partners. This indicates that importers can rely on reliable exporters for a steady supply of quality
products. “the trademark is not promoted, they believed us, we started, and over the years, we
have never let them down” (R1)

● Growth and development: Respondents note that long-term relationships contribute to the growth
of both parties. This can include increased sales, expanded product range, and the introduction of
new products to the market. “Over the years that we have been working together, we have shown
only growth. And every year our company takes more and more goods in the digital position. And
over the years we have never let them down in terms of payment, in terms of our
relationship.”(R1)

● Business benefits: Long-term relationships can lead to cooperation on more favorable terms, such
as a better price offer, more favorable conditions, or priority access to new products.”If they
gather information there and see that it is a good client, they are ready, they can go to such work
that they will give a deferral” (R2 Deferral in this case is a benefit, and the concept of a "good
client" is one with whom you cooperate for a long time)

Common aspects:

● Sustainable growth: Many respondents emphasize that their relationships with exporters have
shown steady growth over time.

● Mutual benefit: Respondents indicate that long-term relationships are mutually beneficial for both
parties, helping them to achieve common goals and growth.

● Joint development: Several respondents indicate that their cooperation reflects joint development,
which can be the basis for further cooperation.
Differences:

Product certification: Some respondents noted that long-term relationships allow exporters to be more
responsive to importers' needs, providing the opportunity to customize products to meet their
requirements.

Restrictions on orders: Respondents pointed to the possibility of limiting order volumes or setting
conditions under which importers must work with certain products from the exporter.

Knowledge sharing: Several respondents note that long-term relationships facilitate the exchange of
knowledge about the market and business practices, which has a positive impact on the development of
both parties.

Conclusion:
Long-term relationships with exporting companies have many advantages for importers. Growth,
stability, mutual benefit and joint development are key aspects of these relationships. At the same time,
different approaches to product certification and order restrictions can reveal the specifics of interaction in
each case. Knowledge sharing is also one of the common values of long-term relationships.

The impact of strong relationships on business goals and success.

The respondents answer questions related to the impact of strong relationships on the business goals and
success of importers. They share their views on how to build effective relationships with suppliers and
what benefits this can have for their business.

Analysis:
● Common ground: Respondents emphasize the importance of finding common ground with
exporters to achieve clear communication, support and further cooperation. This indicates that
shared values and interests contribute to positive interaction and development.
“Additionally, we actively seek ways to align our strategies, share market insights, and explore
joint promotional activities to drive mutual growth and success.”(R8)

● Changes in business strategy: Respondents indicate that suppliers can influence the business
strategy of importers. Changing a supplier may require a review of the product range, pricing
policy, marketing strategies, etc. “Transitioning to a new exporter would require adjustments,
such as establishing new communication channels, adapting to different product offerings, and
building a mutual understanding. It would also necessitate changes in our business strategy and
processes to align with the new exporter's capabilities and requirements.”(R8)
● Principles of cooperation: Several respondents emphasize the importance of transparency, honesty,
and open dialogue in a strong relationship. These principles help to build trust, solve problems
effectively, and sustain cooperation on a long-term basis. ”Clear communication, support, and
cooperation are essential elements of our business relationship with the exporter. We prioritize
transparency, honesty, and timely information exchange to ensure a shared understanding of
expectations, challenges, and opportunities.” (R7)

Common ground:

● Finding common ground: All respondents emphasize the importance of finding common ground
with suppliers to positively impact relationships and effective collaboration.

● Changing business strategy: Several respondents note that suppliers can influence important
aspects of the business, such as product mix and strategy.

● Transparency and open dialog: Several respondents emphasize the importance of transparency,
honesty and open dialogue in cooperation with exporters.

Differences:

● Principles of cooperation: Some respondents emphasize the principles of cooperation, such as

honesty, openness and mutual support.
 ● Changing business strategy: Other respondents focus on the opportunities to change business
strategy that arise when switching from one supplier to another.

Conclusion:
Strong supplier relationships have a significant impact on importers' business goals and success. Finding
common ground, openness, honesty, and the ability to adapt business strategy create a platform for
developing effective and long-term relationships. These aspects collectively point to the importance of
cooperation based on mutual understanding and shared values.

Level of commitment to maintaining relationships.

The respondents' answers examine the level of commitment and maintenance of relationships with
exporters. They describe their attitudes towards importers' commitment to working with suppliers and
point out important aspects that support these relationships.

Analysis:

● Honoring commitments: Many respondents emphasize their willingness to honor their

commitments to exporters. This means fulfilling payment and other aspects of cooperation without
deviation, which confirms a high level of commitment to these relationships. “It is important
because it is the only one. If we abruptly stop cooperation, the business will be forced to stop for a
certain period, so it would not be desirable.”(R5)

● Exclusivity: It is pointed out that some manufacturers set a condition to work only with their
products. This can be a challenge for importers as they have to balance their product mix to meet
the requirements of different suppliers. “Generally speaking, if a producer respects himself, is
powerful enough and already well-known, he will set you a little bit of a condition, you see, I'm
not just now bringing this up, one of the conditions, that, for example, there is, for example, as we
have already said, oil and olives and pasta, there is a producer, a factory that produces olives,
pasta and oil. And you want to work with him, but he sets a condition that you, my friend, will
have only our pasta, our oil and our olives in your portfolio. They can put the following
condition.”(R2)

● Dedication: Several respondents indicate a great deal of commitment to the relationship. They
consider exporters to be their main suppliers, which shows the importance and significance of
these relationships for their business. “This is our main supplier”(R3)

Common aspects:

● Honoring commitments: All respondents emphasize the importance of honoring commitments to

exporters as a sign of commitment and maintaining the relationship.

● Importance of commitment: Several respondents indicate that their commitment and support are
key aspects for a long-lasting relationship.
Differences:

● Exclusivity: Some respondents are faced with working with only certain manufacturers, which
may affect their ability to manage their product mix.

● Financial focus: Some respondents emphasize the financial aspect and relationship support to help
achieve business goals.

Conclusion:
The respondents emphasize the importance of honoring commitments, dedication and maintaining
relationships with exporters. They understand that these aspects determine the duration and effectiveness
of cooperation, as well as influence the achievement of business goals and success.

The role of trust in maintaining relationships

The respondents' answers discuss the role of trust in maintaining long-term relationships with exporters.
They point to the importance of trust as a basis for successful cooperation, communication and product
quality.

Analysis:

The basis of partnership: Respondents' answers emphasize that trust is the basis for establishing and
maintaining long-term relationships. They indicate that they trust exporters, and this trust is mutual.
“I believe this relationship can be long-term because we trust and support each other. ”(R7)

Mutual understanding: Trust fosters open communication, information sharing, and mutual
understanding. This helps to resolve conflicts, ensure product quality, and sustain long-term cooperation.
“Transparency, honesty and open dialog are the 3 main pillars of cooperation that will help us grow and
our exporters grow with us.” (R5)

Resilience and readiness for change: Respondents indicate that trust helps to maintain sustainability in
partnerships, as well as to be prepared for changes that may arise, but without undermining the underlying
strategy and processes.

Common aspects:

The role of trust: All respondents identify the role of trust as a critical factor in maintaining relationships.
They understand that trust creates the basis for effective cooperation and partnership development.

Communication and mutual understanding: Mutual trust facilitates open communication and information
sharing, which ensures harmonious cooperation and joint development.

Differences:
Interaction with new suppliers: Some respondents indicate a willingness to cooperate with new exporters,
which may indicate a readiness to establish new trusting relationships.

Summary.
Analysis:

The role of trust: Trust appears to be critical for developing long-term relationships with exporters. Belief
in the partner contributes to a positive impact on the relationship, even in cases of lack of experience.

Psychological ownership: Respondents point to the importance of psychological ownership, such as

commitment and belief in a common goal. These are intrinsic motivations that contribute to the stability
and preservation of the relationship.

Joint development: Long-term relationships are not limited to deliveries, but become a collaborative
process. The importers' commitment to product development contributes to the continuous improvement
and adaptation of the product.

Motivation: Importers' motivations include the desire to maintain relationships, joint development, and
achievement of a common goal. Positive experience, intrinsic motivation, and a desire for joint success
determine their willingness to cooperate.

Common aspects:

● The importance of long-term relationships: All respondents emphasize the importance of

developing long-term relationships with exporters that ensure stability, mutual support, and joint
success.

● Psychological ownership: The role of intrinsic motivation, such as commitment and belief in a
common goal, is emphasized by respondents' answers.

Differences:

Changing suppliers: Some respondents point to a possible change of suppliers and adjustments in
business strategy, but maintaining the values of trust and ethical cooperation remains important.

Conclusion:
Long-term relationships with exporting companies are based on trust, psychological aspects and mutual
motivation. They contribute to joint product development, stability and achievement of common goals.
Respondents emphasize the importance of maintaining trust and ethical cooperation, regardless of
changes in suppliers.
 Conclusion
Factors Influencing Successful Cooperation Between Importers and Exporters
Mutual understanding, a positive atmosphere, and conflict resolution are important for importers and
exporters to work together. All respondents are actively communicating with exporters, trying to find
common ground and reach an agreement on sales and marketing issues.

Respondents' answers emphasize a stable balance between exporter control and independence of
importing companies. Mutual trust, understanding of roles, and openness contribute to successful
cooperation and product development in different markets.

The answers also point to the importance of a psychological connection between the product owner and
importers. The personal connection and passion of the owner for the product motivate importers to be
more active in cooperation, to feel a personal connection and responsibility for the product. The owner's
psychological support increases the motivation of importers, influencing their commitment and
participation in common goals. Successful cooperation is based on a balanced psychological connection
that maximizes the effectiveness of product sales and the achievement of common goals.

Efficiency and competence play an important role in shaping importers' commitments to exporters'
products and their obligations to contribute to the success and development of that product. Our
respondents point to several key aspects that are common to their opinions and views:
The role of the team and experience: Experience and an effective team of employees help to achieve
better results.
Positioning and marketing: Proper positioning and marketing support can significantly improve product
sales results.
Motivation: The desire to achieve success and personal growth affects the responsibility and efficiency of
product development.
Competitor and partner analysis: Competitor and partner analysis helps to understand various aspects of
market dynamics and find new opportunities for improvement.
Successful cooperation is based on these aspects and a balanced psychological connection between the
product owner and importers that maximizes sales efficiency and achievement of common goals.
Stimulation and intrinsic motivation: Important for the psychological ownership of importers. Intrinsic
motivation encourages them to improve the product and feel responsible for the quality and successful
market implementation.

The Role of Communication, Trust, and Relationship Quality in Importer-Foreign Supplier Partnerships
Openness and communication: Important for successful cooperation. Avoiding or delaying
communication can lead to negative consequences.

Trust and psychological ownership: Influence the willingness to discuss product shortcomings and
opportunities. Trust is the basis for successful interaction.

Partnership and common goals: Important for joint growth. Importers feel part of the team and
responsible for the quality of the product and its successful market implementation.
Constant motivation to grow: Several respondents highlighted the importance of achieving high standards
and business growth as a motivating factor.

Successful cooperation is based on these aspects and a balanced psychological connection between
importers and exporters that maximizes sales efficiency and achievement of common goals.

The link between cultural similarities between importers and foreign suppliers and the level of
communication confirms the importance of open communication in the relationship. In addition, personal
connection and passion play a key role in fostering importers' engagement in cooperation.

The quality of communication between the importer and the supplier has a significant impact on the
importer's knowledge and experience, ensuring problem solving and quality production.

High quality of communication between the importer and the supplier reduces the possibility of
opportunistic behavior of the supplier and facilitates the fulfillment of agreements.

The importer's trust in the supplier contributes to the importer's willingness to actively cooperate and
solve problems together.

Changing conditions of international relations may negatively affect the processes of knowledge and
experience acquisition by importers, requiring adaptation to new conditions, which may affect the quality
of knowledge and experience acquisition.

Opportunistic behavior of the supplier in the importing relationship can deteriorate the level of trust,
which can affect the relationship and cause difficulties in communication.

The findings emphasize the importance of open communication, trust, and quality of relations between
importers and foreign suppliers in building sustainable and profitable business relationships.

The Significance of Psychological Ownership and Importers' Commitments in International Business

Relationships and Product Development
An investigation of the role of psychological ownership of importers in the development of importers'
commitments to exporters' products and their obligations to contribute to the success and development of
that product:
This study emphasized the importance of psychological property in international business relationships.
The conclusion that psychological ownership, such as commitment and belief in a common goal, plays an
important role in the stability and maintenance of relationships is key to further understanding and
developing these relationships.
The whole theme of psychological ownership indicates that true success in the relationship occurs when
importers feel part of the process and share responsibility for product development. This increases their
motivation to be committed to the common goal and help ensure the success of the product.

The role of importers' commitments in product development:

The study emphasizes that importers who feel committed to their export partners are more likely to be
involved in product development. This may include making suggestions for product improvements,
co-developing new features, or adapting the product to customer needs.
An important part of importers' commitment is not only the production process, but also cooperation in
solving problems and achieving common goals. This demonstrates their willingness to play an active role
in product development and jointly address emerging issues.

Recommendations:

Recommendations for further research in this area can provide a more comprehensive understanding of
the dynamics between psychological ownership and importers' commitments to exporters' products. Here
are additional details to complement the existing recommendations:

1. Comparison Across Industries:

To enhance the generalizability of findings, researchers can expand their investigations to different
industries within the realm of international trade. Comparing how psychological ownership operates in
diverse sectors, such as manufacturing, technology, or agriculture, can reveal industry-specific nuances
and shed light on whether the effects of psychological ownership and commitment vary across contexts.

2. Impact on Performance Metrics:

To bridge the gap between psychological ownership and tangible outcomes, future research can focus on
measuring the direct impact of importers' psychological ownership and commitment on key performance
indicators. This may include analyzing how psychological ownership influences product success in terms
of market penetration, sales growth, and profitability. Additionally, investigating how psychological
ownership affects the quality and speed of cooperation with exporters can provide actionable insights for
businesses.

3. Interaction Analysis:
A more in-depth analysis of the interaction between psychological ownership and importers' actions in
product development is crucial. Researchers could employ methods such as observational studies, case
analyses, or experimental designs to assess how importers' psychological ownership drives specific
behaviors, such as proposing product improvements, participating in joint problem-solving, or
contributing innovative ideas. Understanding the causal relationship between psychological ownership
and action can inform strategies to leverage and enhance commitment.

4. Longitudinal and Situational Studies:

Longitudinal research is essential to capture the evolving nature of psychological ownership within
importer-exporter relationships. Scholars can investigate how psychological ownership strengthens or
weakens over time and identify critical milestones or triggers that influence its trajectory. Additionally,
situational studies can explore under what conditions psychological ownership is most pronounced and
how external factors, such as changes in market conditions or shifts in business strategies, impact its
dynamics.

These expanded recommendations aim to encourage future research that delves deeper into the intricacies
of psychological ownership among importers and its direct implications for business performance and
cooperation dynamics with exporters. By conducting comprehensive studies that encompass various
dimensions and industries, researchers can contribute valuable insights to both the academic
understanding of this phenomenon and its practical applications in international business relationships.
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