How do formal governance mechanisms (e.g. contracts, monitoring systems) and relational governance mechanisms (e.g. trust, norms) interact to influence relationship performance and conflict resolution in multicultural and digitally mediated B2B exchanges?

Under what conditions does coopetition between B2B partners enhance innovation outcomes (e.g. joint product development, knowledge sharing) while minimizing relational risks such as opportunism or conflict?

How do functional and dysfunctional conflicts evolve over time in interfirm relationships, and what are their long-term effects on relationship quality, trust, commitment and joint performance?

To what extent does supplier service orientation influence buyers’ perceived value, satisfaction and loyalty, and how do relationship quality and communication effectiveness mediate these effects in B2B exchanges?

How do digital collaboration technologies (e.g. shared platforms, AI-enabled systems, data-sharing tools) facilitate or constrain value co-creation processes between buyers and suppliers in B2B exchanges?

What organizational, technological and relational factors (e.g. perceived usefulness, trust in technology, partner commitment, integration capability) drive or hinder the adoption of emerging technologies such as AI and blockchain in B2B markets?

Which contractual, relational and emerging technological governance strategies are most effective in deterring opportunistic behaviors in global B2B exchanges characterized by limited face-to-face interaction?

How can AI-driven analytics, blockchain verification and digital monitoring tools be used to detect and prevent opportunism, and what impact do these technologies have on trust and relationship governance between firms?

How do firms operate in culturally diverse B2B markets balance relationship-based practices such as Guanxi with formal contract enforcement, and how does this balance affect trust and long-term exchange performance?