| 1. |
- Baraldi, Enrico, et al.
(författare)
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Good for science, but which implications for business? : An analysis of the managerial implications in high-impact B2B marketing articles published between 2003 and 2012
- 2014
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Ingår i: Journal of business & industrial marketing. - 0885-8624 .- 2052-1189. ; 29:7-8, s. 574-592
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - The purpose of the article is to identify and analyze the challenges of B2B research relevance from the point of view of top executives.Design/methodology/approach - Ten in-depth interviews with top executives from different B2B industries were conducted and analyzed by using Arndt’s (1985) elements of a healthy discipline, i.e. Knowledge, Problems, and Instruments.Findings - The findings reveal 12 challenges that characterize contemporary B2B research relevance from a top executive perspective.Research limitations/implications - The research offers genuine top executive insight. More research from different perspectives is needed to broaden the understanding of B2B research relevance.Originality/value - Reflecting B2B research with the identified challenges can contribute to better research designs, narrowing the gap between B2B scholars and practitioners. Altogether, it contributes to the health of the B2B discipline. The study also introduces a new approach to analysing research relevance by using the elements of scientific balance.
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| 2. |
- Eriksson, Per-Erik, et al.
(författare)
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Buyer-supplier integration in project-based industries
- 2013
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Ingår i: Journal of business & industrial marketing. - : Emerald. - 0885-8624 .- 2052-1189. ; 28:1, s. 29-40
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - The purpose of the study is to propose and test a buyer-supplier integration model, based on clients’ collaborative purchasing practices, in a project-based industry.Design/methodology/approach - A two-stage survey study of client-contractor relationships in the Swedish construction industry was conducted. The survey rounds in 2006 and 2009 obtained 87 and 106 responses respectively. The proposed model was empirically tested using structural equation modeling techniques. Findings - The empirical results support our proposed model: incentive-based payment and partner selection based on multiple criteria enhance buyer-supplier integration, in terms of joint action. Furthermore, incentive-based payment increases the use of partner selection based on multiple criteria.Research limitations/implications - A useful theoretical contribution is that incentive-based payment is an important type of incentive structure that enhances buyer-supplier integration in project contexts.Practical implications - We also found that the occurrence of joint action has been increasing from 2006 to 2009. Especially, incentive-based payment plays a more important role for establishing joint action in 2009 than in 2006. The recent economic downturn and a recently completed training program targeting the survey population may explain some of the unexpected findings.Originality/value - The paper addresses an identified gap in the relationship marketing literature, that is, the lack of quantitative studies of relationship marketing aspects in project-based industries.
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| 3. |
- Agndal, Henrik, 1972, et al.
(författare)
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Two decades of business negotiation research : an overview and suggestions for future studies
- 2017
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Ingår i: Journal of business & industrial marketing. - 0885-8624 .- 2052-1189. ; 32:4, s. 487-504
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Forskningsöversikt (refereegranskat)abstract
- Purpose - This paper aims to present a review of articles on business negotiation published between 1995 and 2015.Design/methodology/approach - This literature review is based on 490 articles on business negotiation.Findings - When analyzing the conceptual underpinnings of this field, two paradigms emerge as dominant. The most prominent paradigm is a cognitive, psychological approach, typically relying on experiments and statistical testing of findings. The second dominating paradigm is a behavioral one, largely concerned with mathematical modeling and game-theoretical models.Practical implications - Besides offering a description of the characteristics adhered to the business negotiation field, this paper will also suggest recommendations for further research and specify areas in which the research field needs further conceptual and empirical development.Originality/value - This literature review serves to be the first representation of the characteristics adhered to the budding research field of business negotiation.
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| 4. |
- Ahlgren, Per Christian, et al.
(författare)
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Deals and value measuring in interactive health-care services
- 2023
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Ingår i: Journal of Business and Industrial Marketing. - : Emerald Group Publishing Limited. - 2052-1189 .- 0885-8624. ; 38:6, s. 1266-1278
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Tidskriftsartikel (refereegranskat)abstract
- Purpose This paper aims to investigate the role of value measuring (VM) as an integrated part of a deal introduced to govern the cross-boundary relationship of state specialist- and primary care providers in the Norwegian health sector. Design/methodology/approach Drawing on a longitudinal ethnographic case study, this study explores the role of payment for dischargeable patients (PDP), an incentive arrangement introduced as a mechanism of value appropriation intended to create stability in the relationship and support improved patient flows between care providers. The fieldwork took place over approximately 18 months, consisting of intensive participant observations, interviews and document studies. Findings The VM integrated in the PDP deal between the hospital and municipality, on the surface level, appears simple. The VM, however, rests on a very complex practice of information sharing where accounts on patient status, procedures and activities form the basis of the integrated VM. The deal and its VM, despite its ambitious aims, were not able to fulfill the expectations of a smooth appropriation of value through the management of monetary flows or supporting information sharing for value creation. The VM of the PDP deal aimed at bringing the parties closer together, rather created a distance where money matters became a source of tension. Originality/value This study investigates the interconnections of deals and VM in a public sector service context, showing aspects of deals different from that of prior studies into private sector deals.
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| 5. |
- Ali, Tahir, et al.
(författare)
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Trust-performance relationship in international joint ventures : the moderating roles of structural mechanisms
- 2017
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Ingår i: Journal of business & industrial marketing. - : Emerald Group Publishing Limited. - 0885-8624 .- 2052-1189. ; 32:7, s. 962-973
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThis study investigates the relationship between trust and performance in international joint ventures with the moderating effects of the structural mechanisms from transaction cost approach.Design/methodology/approachUsing web-survey data is collected from 89 IJVs of Northern European firms in Asia, Europe and America. Empirical data is analyzed with Structural Equation Modeling and estimates moderating effects of symmetric dependence, symmetric equity share and resource complementarity.FindingsThe findings offer some interesting insights for transaction cost and the social exchange theory. This study demonstrates that a symmetric equity share between IJV partners does not moderate the trust -performance relationship, while a symmetric dependence and resource complementarity between partners effect positively. Therefore, trust takes on greater importance in enhancing IJV performance under symmetric dependence and resource complementarity and symmetric equity share between IJV partners deprecates the importance of equity distribution.Practical implicationsA symmetric dependence prevents the deceit from either partner in trusting relationships. Further, a trustful relationship enhances IJV performance regardless of the equity share in IJVs. IJVs with asymmetric equity share can also be successful, provided that IJV partners develop inter-partner trust.Originality/valueThe extant research has not examined how the trust–performance relationship is contingent on structural mechanisms of IJVs that transaction cost economics deem necessary to prevent opportunistic behavior. Three structural mechanisms of symmetric dependence, symmetric equity share, and resource complementarity moderate the trust-performance relationship in IJVs.
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| 6. |
- Anastasiadou, Elena, et al.
(författare)
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Identifying factors needed for business actor engagement in sustainable development goal (SDG) initiatives
- 2023
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Ingår i: Journal of business & industrial marketing. - : Emerald Publishing. - 0885-8624 .- 2052-1189. ; 38:13, s. 195-210
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: This study aims to offer a mid-range theory conceptualization of factors central to understanding and facilitating business actor engagement (BAE). Reports on a study of real estate companies and their sustainable development goal (SDG) driven business initiatives. The aim is to identify the factors that need to be in place to facilitate positive engagement amongst actors in business-to-business (B2B) settings. Design/methodology/approach: A case study of real estate companies (landlords of business premises) and their business customers (tenants of offices and warehouses) – comprising interviews and workshops – offer insights related to the factors that need to be in place to facilitate BAE types and outcomes. Findings: The identified central factors of BAE – needed to understand and facilitate positive engagement to unfold – are the actors’ perception of: willingness (to act), resourcefulness (to contribute and solve issues) and influence (to affect decisions) regarding solutions related to the business initiative at hand. Failing to facilitate these factors may result in negative outcomes of BAE where “engagement” merely constitutes perceived obligations and responsibilities. Research limitations/implications: The study offers theoretical and managerial insights on how to manage the factors needed for BAE. It also sheds light on how actors can use SDG-driven business initiatives to achieve sustainability goals. Originality/value: It contributes to the concept of BAE, by emphasizing the dynamics of engagement, from the motivational and behavioral dimensions specific to B2B settings. It offers insights how to managerially cogovern rather than control BAE. It presents central factors needed to include and capacitate customers, facilitating successful implementations of SDG-driven business initiatives to reduce absent or negative outcomes.
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| 7. |
- Andersson, Svante, 1962-, et al.
(författare)
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Challenges and opportunities in the digitalization of the B2B customer journey
- 2024
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Ingår i: Journal of business & industrial marketing. - Bingley : Emerald Group Publishing Limited. - 0885-8624 .- 2052-1189. ; 39:13, s. 160-174
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: This study aims to explore challenges and opportunities in the digitalization of the business-to-business (B2B) customer journey in different buying situations. It also investigates where in the customer journey digital marketing is most efficient. Design/methodology/approach: This research adopts a single case study approach to examine a B2B company that implemented digitalization in its customer journey in different buying situations. Data were collected through semistructured interviews, complemented by internal documents and information from the company’s website and social media, to identify reasons for and against the decision to digitalize the B2B customer journey. Findings: Digitalization can offer firms a cost-effective and value-creating way to interact with customers in a B2B context. The B2B buying situation, however, plays a significant role in decisions on how to implement digitalization. Moreover, in the prepurchase phase, digital marketing is more effective in building awareness; in the purchase phase, personal selling is more effective in addressing customers’ needs. Research limitations/implications: The use of a single case study cannot produce results directly generalizable to other contexts. However, the findings are applicable to the digitalization of B2B customer journeys in similar industrial contexts. Practical implications: To successfully implement digitalization in the customer journey, B2B firms should choose digital tools according to different buying situations and phases in the customer journey, segment buyers by their needs rather than individual characteristics and integrate the sales and marketing functions. Originality/value: This study contradicts prior research that claims that digital marketing can be used in a similar way in both B2B and business-to-consumer contexts. It further shows that the relevant demarcation is not between personal sales and digitalization but between automated digital marketing and individualized personal sales, regardless of medium. © 2024, Svante Andersson, Ulf Aagerup, Lisa Svensson and Sanna Eriksson.
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| 8. |
- Andersson, Svante, 1962-, et al.
(författare)
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Why and how are social media used in a B2B context, and which stakeholders are involved?
- 2017
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Ingår i: Journal of business & industrial marketing. - Bingley : Emerald Group Publishing Limited. - 0885-8624 .- 2052-1189. ; 32:8, s. 1098-1108
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This study aims to explore why and how business-to-business (B2B) companies use social media and which users and stakeholders they communicate with.Design/methodology/approach – The study employs a case study approach because of its exploratory nature. Data from three companies consisted of interviews and observation of websites. The analysis includes within-case and cross-case displays to find patterns and themes in the data.Findings – The study shows that companies in a B2B contexts use social media as communication to enhance customer relationships, support sales and build their brands, in line with prior research. However, they also use social media as a recruiting tool, a seeking tool and a product information and service tool.Research limitations/implications – The findings confirm extant literature showing that B2B companies can directly influence content through corporate user accounts. Furthermore, firms in early stages of social media do not target any special stakeholders with broader messages, while more experienced social media users develop special messages for different stakeholders.Practical implications – This study contributes by shedding light on how B2B companies use social media. It also shows how different channels are effective with different stakeholders.Originality/value – Few studies have investigated the use of social media in a B2B context. This study goes beyond prior work by detailing how different social media tools are used, identifying different users and stakeholders, and explaining why different tools are used for different purposes targeted towards different stakeholders. New applications of the use of social media are also identified. © Emerald Publishing Limited 2017
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| 9. |
- Andresen, Edith, 1960-
(författare)
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Orchestrator’s interaction in hub-teams facilitating innovation network co-creation
- 2021
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Ingår i: Journal of business & industrial marketing. - 0885-8624 .- 2052-1189. ; 36:9, s. 1706-1718
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of the study is to identify and develop a framework to clarify facilitating orchestrator hub-team roles; their interactions, linked capabilities and activities; and the hub-team concept. This framework is illustrated by a case study of an orchestrator hub-team facilitating cross-country and network co-creation in Northern Sweden, Norway and Finland. Design/methodology/approach: The following two approaches are used: a conceptual approach that combines various source materials and concepts related to the “bricolage approach”; and an empirical approach that illustrates the conceptual framework using a longitudinal, qualitative, single-case study and the action research method. Findings: By combining research related to three differing yet somewhat overlapping research perspectives, three facilitating orchestrator hub-team roles are identified, linked to orchestrator capabilities and activities relevant to innovative value creation in extensive networks including both private and public actors highlighting the role of people in networks. An orchestrator hub-team framework and five related activity categories are developed and introduced. Research limitations/implications: This study contributes to research on the orchestration of innovative co-creation in extensive networks and network management by clarifying the facilitating orchestrator hub-team roles and their related capabilities and activities, and thereby describing the role of a centrally positioned hub-team. Practical implications: The hub-team framework may bring structure and understanding to hub-teams, thus easing and enabling orchestration and value co-creation. Originality/value: This study offers a further developed, integrated framework for intermediating the facilitating roles of a hub-team orchestrating extensive network and public/private co-creation.
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| 10. |
- Bengtsson, Maria, et al.
(författare)
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Cooperation and competition in relationships between competitors in business networks
- 1999
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Ingår i: Journal of business & industrial marketing. - : Emerald. - 0885-8624 .- 2052-1189. ; 14:3, s. 178-193
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Tidskriftsartikel (refereegranskat)abstract
- Traditionally the relationships between competitors in the industrial market have been based on competition. The network approach and literature about strategic alliances have provided new insights into cooperation between firms based on the value chain. The empirical findings from two in-depth studies, the rack and pinion industry and the lining industry, show that a firm can be involved in four different types of horizontal relationships at the same time. Apart from relationships consisting of competition or cooperation, a firm can live in symbiosis by coexisting with other relationships, or being involved in a relationship simultaneously containing elements of both cooperation and competition. Consequently, a successful firm needs to focus on relationship management in order to achieve a portfolio consisting of the four types of relationships to otherhorizontal firms.
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