In spite of the fundamental nature of trade shows as venues for working on webs of vertical and horizontal relationships, the extant trade show literature neglected relationship and network context factors. Specifically, previous studies attributed superior trade show performance to internal resource conditions and hence failed to address the moderating influence of important contexts such as relationship assets and knowledge assets. This study adopts the contingent resource perspective and extends the literature by proposing that the main effect of trade show resources on trade show performance is contingent upon the firm's internal knowledge assets and its external relationship assets. Overall, the empirical evidence supports the contingency models. One major managerial implication for exhibitor managers is the need to adjust allocation of its trade show marketing resources according to market-based assets it possesses.
- Contingent resource perspective
- Knowledge assets
- Relationship assets
- Trade show performance