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Purpose: With a start in the observation that there is a large variation in how companies interact with each other, the paper aims to anlayse the economic consequences of this variation. As the more extensive interaction is costly, the variation also indicates a variation in the economic dimension. Design/methodology/approach: This is a conceptual paper. Findings: Three different economic streams can be identified. Firstly, the interaction costs can be reduced by taking advantage of time and scope. Interaction over time give opportunity to use some of the costs as investments through creation of relationships. By using the same counterpart for several products, scope can be used to reduce interaction costs. Secondly, developed business relationships can be used to create relation revenues. The counterparts can use each other for developing better solutions and for development of knowledge. Finally, the actors can also get positive network effects. One example is the joint development with third parties such as sub-suppliers or customer's customer. Research limitations/implications: The discussion ends in two major implications. One is the central role of managers and the other the crucial role of economic deals. Managers are crucial both to identify relevant cost and revenue items as well as to exploit them. Deals are important as it is only with direct counterparts where there are monetary streams. In all other relationships, there is only indirect consequences. Originality/value: It is obvious that the type of cost and revenue streams identified above will require new and different economic tools. A base for this is given here. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to empirically investigate the dark side of business-to-business (B2B) relationships in traditional business practices worldwide that rely on strong networks. Design/methodology/approach: This study applies a questionnaire survey to collect data from buyers in 224 Kuwaiti firms and uses the partial least squares structural equation model for data analysis. Findings: Drawing on the social exchange theory, we test the relationships between B2B wasta, relationship satisfaction, innovation and efficiency. The findings show that despite the belief that wasta brings long-term benefits when applied in B2B relationships, it negatively impacts the firm's efficiency. Originality/value: This study contributes to the existing literature on B2B relationships by identifying important issues related to the multifaceted nature of B2B wasta relationships. The study confirms the importance of relational and innovation benefits over economic consequences based on elements of social exchange theory, which extends our current understanding of the application of SET in B2B wasta relationships. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to assess the future direction of sustainable development in the healthcare industry. This study aims to reveal general similarities and specific differences between private hospitals and enabler or hinders of sustainable development. Design/methodology/approach: Based on an inductive approach, judgmental sampling was applied to select relevant healthcare organizations. Informants were identified according to their knowledge of their organizations' sustainability initiatives. Findings: In the context the homogeneity that could be expected, the studied hospitals range from having a very strong organizational conviction as to the future direction of sustainable development to a very weak one. There are some general similarities and specific differences between them reported. Research limitations/implications: There is no common formula applicable across private hospitals to determine the future direction of their sustainable development. Although hospitals benchmark best practices, others use them only as a general frame of reference. This scenario offers opportunities for further research. Practical implications: The economic, social and environmental sustainable development across private hospitals may evolve from general principles or guidelines, but the specific sustainable development at each hospital may well evolve along tailored economic, social and environmental actions. Originality/value: Developing a framework considering similarities and differences between the sustainability actions of each hospital in the healthcare industry is important for understanding future directions. This study provides insights into factors that could enable success or constitute hinders of sustainable development. They can also guide the industry toward a common objective which improves the hospitals sustainability actions in the future, also minimizing the effort required. [ABSTRACT FROM AUTHOR]

Purpose: Companies in the B2B service sector often sign a series of successive contracts instead of one long contract with their vendors. Economic researchers have shown how the lengths of stand-alone contracts are influenced by economic factors such as asset specificity and economic volatility, but have not researched into contracts that are part of a continuous series. The purpose of this study was to explore if being a part of a series of contracts influences the length of the focal contract and the rental rate. Design/methodology/approach: The authors use data collected from the oil drilling industry to empirically test their hypotheses. The data set consists of 2,621 contracts involving jack-up rig hiring in the Gulf of Mexico region. Findings: The authors empirically show that the series duration affects both the length and rental rate of each constituent contract, even after considering all other plausible economic factors. Specifically, the duration of a series has a positive effect on the length and a negative effect on the rental rate of the constituent contract. Originality/value: Although contract length is as vital as the rent in B2B service transactions, it is rather unfortunate that marketing scholars have not researched much into this topic. The findings offer a new insight into the forces that shape the B2B service contracts and thus help the B2B managers make a better decision in service contracts. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this viewpoint paper is to summarise the key findings of the industrial marketing and purchasing (IMP) research – especially for those who are unaware or unfamiliar with this research community – and above all, to point at some directions of development.Design/methodology/approach The authors draw on IMP research studies.Findings The authors identify three avenues for further research. The first is related to the need for a sharper, more elaborated and nuanced pictures of the business world, which is in a state of continuous evolution. Second, to present research on business movements from new angles and elaborate sequences of effects and larger patterns of change, there is a need for methodological and conceptual development. The third avenue for further research concerns the provision of normative recommendations to business and policymakers on how to cope with, and make use of, interactivity and interdependences.Originality/value The authors outline the areas in which they currently see the greatest "need for better understanding", aware of the limits in what they know. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to indicate how conflicts in foreign business relationships are handled by small firms from a relational point of view and how these conflicts can be used by small firms in a positive way.Design/methodology/approach The paper uses qualitative study and presents the results of in-depth interviews conducted with six small, Poland-based firms.Findings The paper indicates the nature of conflicts in foreign business relationships from the perspective of small firms, including the sources of conflict and its outcomes. The main sources of conflict indicated include service or product quality, financial aspects of cooperation and cultural differences. The study exposes the existence of both negative (e.g. financial consequences) and positive (e.g. gaining new experience) outcomes of conflicts. It shows that positive conflict handling often constitutes a significant challenge for small firms and that the authors cannot really speak of one optimal method of conflict handling. Regardless of the method adopted, the costs involved should be taken into detailed consideration.Practical implications The paper points to actions that could be taken by small firms to handle conflicts in a way that will produce positive outcomes.Originality/value Managing international relationships is a more challenging task compared with domestic ones, especially for smaller firms. The paper exposes the impact of two categories of conflict (called day-to-day problems and severe conflicts) in a foreign relationship on small firms and considers different methods of handling the conflict situations. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to explore the relationship between salesperson role perceptions and use of neutralization techniques, given the relationship orientation of the salesperson. Direct relationships between salesperson role conflict, role ambiguity, role task self-efficacy and a salesperson's propensity to use neutralizations to attribute their unethical selling behavior are tested. The moderating effects of role-relationship orientation on the aforementioned relationships are also exploredDesign/methodology/approach Survey data were collected from 163 (cross-industry, B2B/B2C non-retail) salespeople. Results were analyzed and seven hypotheses were tested using SmartPLS to estimate and evaluate a (partial least squares) structural model.Findings The study findings conclude that role ambiguity, role task self-efficacy and role relationship orientation directly impact a salesperson's tendency to use neutralization techniques to justify unethical sales behavior. Role relationship orientation serves to moderate the relationship between role conflict and neutralization use.Research limitations/implications This research integrates attribution and role theories to isolate the conditions where salespeople are prone to use neutralization techniques to justify their unethical behavior. Salesperson role relationship orientation is explored to understand the moderating effects on the salesperson role–neutralization relationships.Practical implications Sales managers are provided guidance (e.g. training and coaching) to help salespeople navigate feelings of negative role perceptions (role conflict, role ambiguity, role self-efficacy) to minimize the impact on justification of unethical sales behaviors.Originality/value This research builds on the sales and ethics literatures by incorporating role and attribution theory to better understand how salespeople approach dealing with their own unethical behavior and the implications on maintaining relationships with their customers. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to examine the role of social norms of justice and relationalism in salesperson–sales manager relationships, and their role in developing salesforce commitment and turnover.Design/methodology/approach This study uses structural equation modeling to analyze survey data from 402 business-to-business salespeople.Findings As discrete foundational norms, distributive, procedural and interactional (interpersonal, informational) justice develop higher-order norms of relationalism, which then reflect on increased commitment and reduced turnover intention of the salesforce. Among the justice norms, interpersonal justice has the strongest impact on relationalism.Research limitations/implications The paper shows how each justice norm has a distinct impact in shaping relational norms, and that interpersonal justice has the highest impact. In addition, with enhanced relationalism salespeople become more committed and have lower turnover intentions. Future research could use a longitudinal study, present manager's side in the model and measure and compare the impact of supervisor- versus organization-focused justice.Practical implications To enhance relationalism, and thus in turn increase commitment and decrease turnover intention of salesforce, sales managers should pay attention to the salespeople's perceptions of justice norms (distributive, procedural, informational and interpersonal justice), especially interpersonal justice, as it has the highest impact on relationalism. The specific ways to enhance justice perceptions are discussed.Originality/value This paper is the first to show how each justice norm is unique in its importance to shape the relationship between sales manager and salespeople in a way that increases the quality of relational norms, governing the relational process into a highly committed one. It also shows that among the four justice norms, interactional justice has the highest impact on relationalism. In addition, this is the first study to show that relationalism decreases turnover intention of salespeople. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this study is to investigate the effects of human capital and relational trust on business-to-business (B2B) brand equity.Design/methodology/approach Data collection was conducted among the clients of one of the Big Four auditing firms in Sweden. Structural equation modeling was used to test the hypothesized effects.Findings The results demonstrate positive effects of human capital and relational trust on the core dimensions of brand equity. In the context of the professional services, human capital was found to have a stronger direct impact than relational trust on brand associations, perceived quality and brand loyalty.Practical implications The study provides practical recommendations for marketing managers on how to consider the nature of B2B brand equity and its determinants in developing successful branding strategies. The findings indicate that although relational trust has a positive impact on brand equity, it draws on the clients' positive perceptions of the service providers' human capital. Thus, investments that generate positive perceptions of a service provider's human capital will strengthen its competitive position. Leading to the creation of relational trust and having a strong impact on the dimensions of brand equity, human capital is a strategic asset that needs careful management.Originality/value The study advances extant knowledge on B2B brand equity by examining contextual conditions and factors that are critical for building strong brands in industrial markets. The study demonstrates that clients' perceptions about the knowledge, skills and abilities of service providers are more important than relational trust for enhancing B2B brand equity. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to explore the role of leadership in influencing the strategy implementation behaviors of salespeople. This paper also seeks to examine the moderating influence of competitive environment on the leadership style – salesperson implementation of sales strategy relationship.Design/methodology/approach Data were collected from a sample of 190 business-to-business salespeople in different industries. The study's hypotheses were tested using partial least squares (PLS).Findings The results of the study show that a transformational leadership style has stronger effects on the sales strategy implementation behaviors of salespeople when compared to transactional leadership. However, in highly competitive environments, the effects of transactional leadership on the sales strategy implementation behaviors of salespeople become stronger. The results also show when salespeople implement sales strategy, it has a positive impact on their sales performance.Practical implications Sales managers should adapt their leadership style depending on the competitive environment that operate in. As transformational leadership and transactional leadership are not mutually exclusive, managers should tailor their use of these styles to improve the strategy implementation behaviors of their salespeople. Managers should also train their salespeople on the use of sales strategy.Originality/value This study contributes to the literature by showing that the effectiveness of a particular leadership style is often contingent on the external environment. This research also demonstrates that when salespeople are strategic in their approach to selling, they will improve their sales performance. [ABSTRACT FROM AUTHOR]

Purpose While goods- and service-dominant logics are separated in most research as alternative and often incompatible paradigms, this paper aims to show how these logics can be and are combined in purchasing strategies in organizations. The paper also illustrates that multiple logics exist in addition to purely goods- or service-based logics.Design/methodology/approach The paper is based on empirical data on the purchasing of management consulting services, which represent an extreme context for understanding the combination and intersection of goods- and service-dominant logics. In particular, four in-depth case studies and interviews with 51 sellers and 30 buyers of management consulting services are used to develop a typology of purchasing approaches that combines goods- and service-dominant logics.Findings The study shows that goods- and service-dominant logics are combined in two main purchasing phases: supplier set selection and assignment selection. In both these phases, parallel and knowledge-based, embedded and experience-based approaches were identified as ways of combining goods- and service-dominant logics in the purchasing context.Research limitations/implications The research presented in the following adds to our existing understanding of possible purchasing strategies under multiple logics in buying organizations. Future research should explore the conditions under which different strategies are and should be applied in organizations.Practical implications This paper gives practitioners alternative approaches to choose from in their purchasing and sales of knowledge-intensive services, in addition to transactional and relational strategies.Originality/value The research adds to existing research on business and industrial marketing by identifying particular purchasing strategies on a continuum between goods- and service-dominant logics. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to investigate the role of servitization intent in the servitization process, and specifically the role dissonance (at an organizational level) in servitization intent can play in creating barriers to the servitization effort. Servitization intent is defined as the desire to achieve a future state of increased servitization.Design/methodology/approach The research uses elite interviews and secondary data to explore servitization intent and its role during the servitization process. It examines the resistance to change resulting from a misalignment of the executive intent to servitize, and the organizational intent to retain the existing manufacturing business model. By encompassing data from companies representing a significant portion of the total industry (as measured by revenue), the study provides an industry level perspective of servitization intent and alignment.Findings Servitization intent and three key managerial challenges related to servitization intent that act as barriers to servitization were identified: lack of servitization intent, overcoming the manufacturing mindset associated with the organizational intent and the constraints resulting from managerial experience. Servitization intent and its associated managerial challenges were present at an industry level with consistent findings being shown across the major firms in the industry studied. A number of managerial strategies for overcoming these barriers were identified.Research limitations/implications The research focuses on a single industry; the findings, potentially, have application across a broad range of industries.Practical implications A key management implication from these findings is the need for a clear understanding of the organizational intent in relation to servitization in addition to the need to bring this organizational intent in alignment with the executives' servitization intent.Originality/value This research makes a contribution by identifying the misalignment between servitization intent in different levels of the organization during the servitization process and the mechanisms that can improve alignment and help effect servitization. [ABSTRACT FROM AUTHOR]

Purpose Drawing upon ideas of holistic systems in conjunction with practice and complexity theories, the purpose of this paper is to provide a reflective examination of sensemaking within business networks.Design/methodology/approach This is a conceptual paper that uses a meteorological metaphor to figuratively describe sensemaking within business-to-business relationships. To address this, the authors explore holonic sensemaking practices at a local, micro-level.Findings The weather metaphor emphasizes that local and general conditions, although qualitatively different, are mutually constituted. Consequently, local conditions must be taken seriously as they are the crucible of experience where sense is made in the moment and in particular spaces involving specific people. The suggestion is that any failure to account for these "emic" conditions is partial and flawed. The authors propose that an emphasis upon general conditions and nomothetic theories centered on cognitive generalizations has confined sensemaking theorizing. In particular, local sensemaking realities, which are characterized by embodied, communicative and cognitive practices, has been somewhat overlooked.Research limitations/implications The main implication is that there should be greater attention to process constituted by an equal focus on sub-processes of embodied sensing and semiotic sub-processes of talking sense, along with the already strong emphasis upon cognitive sensemaking but with greater attention to local activities. As processes of embodied perception, discourse within atmosemiospheres and cognitive sensemaking are qualitatively different, the authors argue for methodological diversity which should enable investigation of these inter-animating sub-processes more comprehensively and with greater equanimity.Practical implications In industrial marketing and purchasing (IMP) terms, this means placing the spotlight on the activities component in the actor-resources-activities model. The implication is that there is a need to educate networkers in improvization and bricolaged use of their bodies, communication and minds for concrete, local and practical contexts and ease off on theorizing.Originality/value The authors explore the consequences of examining embodied and communicative sensemaking' influences at micro-level mean, followed by an examination of how sensemaking within the IMP tradition has predominantly focused upon macro-level cognition in contrast to sensemaking more broadly, which has incorporated micro-level sensemaking including embodied, communicative influences alongside cognitive effects. The authors conclude with exploring the implications of a meteorological metaphor for research and practice. [ABSTRACT FROM AUTHOR]

Purpose Despite its significance in salespeople management, salespeople expectation management has received little attention in the literature, especially in the industrial marketing literature. In response, the purpose of this study is to leverage the expectation confirmation theory to present a conceptual framework that provides an effective tool for salespeople expectation management.Design/methodology/approach This study first explores the application and strategic implications of expectation-confirmation theory in salespeople expectation management and theorizes that salespeople establish pre-expectations (expectations that are developed before joining the firm), experience multiple stages of the expectation-confirmation process throughout their sales career with a firm and – in each stage – establish either a longer-term commitment to or permanent disengagement from the firm.Findings A winning strategy for sales organizations is to recognize salespeople expectations and to meet or beat these expectations. Salespeople expectation management is particularly important in sales organizations that frequently find aligning sales force management strategies with organizational imperatives to be challenging.Research limitations/implications This study extends expectation-confirmation theory by presenting a conceptual framework that: identifies the existence of pre-expectations of salespeople and their outcomes; recognizes that the expectation-confirmation process occurs across multiple stages in the salespeople's career cycle; recognizes that the level of expectations in previous stages of one's career cycle influences the level of expectations in subsequent stages; and conceptualizes the non-linear relationship between expectations, tenure and turnover intentions.Originality/value The multiple expectation-confirmation framework can be used for effective salespeople expectation and turnover management and may also serve as a general model of organizational interventions. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to investigate the role of culture in managerial sensemaking and conceptualization of business networking.Design/methodology/approach The authors apply qualitative methodology through the sensemaking approach on three Finnish and three Russian managers in mutual buyer–supplier business relationship dyads.Findings The results imply that the cultural background of the manager determines his perception of the level at which business networking occurs. Finnish managers conceptualize business networking as an organizational strategy, whereas their Russian counterparts conceptualize the phenomenon squarely at the individual level.Research limitations/implications The authors suggest that the underlying cause of the differences in the conceptualization of networking may be that Finnish business networking relies more on concepts derived from Western European business culture, whereas Russian networking relies more on the traditional culture. Consequently, they suggest that the concept of business networking in extant research may suffer from ethnocentricity. Limitations of the study include the limited extent of generalizations from its qualitative nature.Practical implications The results imply that business network relationships should be managed differently in different cultures, and that depending on the cultural background of the business partner, managing both the organizational and the individual levels of business networking is needed.Originality/value The study contributes to limited literature on culture and the role of individuals in managerial conceptualization of business networking. This is one of the rare studies to illustrate differences through individual sensemaking on both sides of the relationship dyad and account for both Western European and Russian market environments. [ABSTRACT FROM AUTHOR]

Purpose Drawing on the resource-based view of the firm, this study aims to analyze solution providers’ strategic capabilities that facilitate above-average returns.Design/methodology/approach The study applies a qualitative comparative case method. In addition to an extensive set of secondary data, the results are based on interviews with 35 executives from nine leading industrial solution providers, their strategic customers and suppliers. The analyzed solution providers were identified based on quantitative survey data.Findings By observing six distinctive resources and three strategic business processes, the present study identifies seven strategic capabilities that occur in different phases of solution development and deployment: fleet management capability, technology-development capability, mergers and acquisitions capability, value quantifying capability, project management capability, supplier network management capability and value co-creation capability.Research limitations/implications The study develops a generic model for the strategic capabilities of servitization. Application of the developed model to different contexts would further validate and enhance it.Practical implications Managers can use the developed model to benchmark, identify, build and manage solution providers’ strategic capabilities and associated practices.Originality/value The study develops a valuable conceptual model based on the comparative case data. Case firms were selected for the study based on a representative quantitative data set. The results were verified and triangulated with external data. [ABSTRACT FROM AUTHOR]

Purpose Using arguments from the regulatory focus and upper echelons theories, this paper aims to examine the impact of a chief executive officer’s (CEO’s) regulatory foci (i.e. promotion and prevention focus) on small- and medium-sized enterprises’ (SMEs’) level of innovativeness and how these relationships are jointly moderated by intense competition.Design/methodology/approach The empirical analysis draws on survey data gathered from 257 SMEs in Ghana.Findings The study findings indicate that a CEO’s level of promotion focus positively affects the firm’s engagement in innovation, while a CEO’s prevention focus is negatively associated with the firm’s innovativeness. The positive association between a CEO’s promotion focus and a firm’s innovativeness is enhanced under conditions of intense competition. Additionally, the negative relationship between prevention focus and firm-level innovativeness is attenuated under intense competition.Research limitations/implications This study relied on a single informant and also used subjective measures for the dependent variable. As such, individual respondents might have biased perspectives on firm-level product innovativeness. Future studies may use multiple informants to examine the causal links of the variables.Practical implications The study’s findings provide managers with a deeper understanding of how to achieve superior firm-level product innovation. The understanding of this issue can promote the development and maintenance of further entrepreneurial ventures in emerging economies.Originality/value The paper has a strong theoretical value as it pioneers research on the effect of CEOs’ regulatory foci on firm-level innovativeness in competitive environments. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to explore the impact of social media (SM) adoption in upgrading and innovating selling processes by small- and medium-sized enterprises (SMEs) facing complex and rapidly changing market scenarios.Design/methodology/approach To achieve this goal, the paper undertakes an exploratory case study of Gamma, a mechanical company, by actively using SM to start and open a new market. The case-study is analyzed through the industrial marketing and purchasing (IMP) approach, which emphasizes the role of interaction and the interdependencies of resources.Findings The adoption of SM resources helped Gamma to tap into new markets and thus survive and face the downturn of its original market. SM displayed its effects in combination with other resources: a simple and not expensive machinery, capable human resources, effective production and logistical resources. SM represented a strategic resource to implement an effective business networking effort.Originality/value This paper provides novel empirical evidence and conceptual development over the role of SM as a resource in SMEs’ sales processes, using the IMP perspective on combination and development of resources. [ABSTRACT FROM AUTHOR]

Purpose This paper aims to determine what impact an economic recession and recovery had on the selling and non-selling activities of trade show attendees and the subsequent marketing tactic changes.Design/methodology/approach Samples were collected from an international trade show during the recession (2009) and during the recovery (2013). The responses were analyzed using ANOVA and structural equation modeling to establish significant changes in activities between the periods and to provide a factor model.Findings Direct selling goals do not change during economic conditions. Intangible priorities increase during recessions.Research limitations/implications The trade show is limited to one location; therefore, is not a representative sample. Questionnaire design issues did not allow the linking of survey respondents to specific companies; therefore, is not a true longitudinal study.Practical implications Companies should focus on prospecting, enhancing corporate image and morale, testing and introducing new products and gathering intelligence during economic downturns. Conversely, companies should focus on sales and servicing clients during economic recovery.Originality/value This is the first research to study the macroeconomic impact on marketing tactics over multiple periods in an international setting. Several accepted selling and non-selling instrument goals are measured in an international context. A new model for structuring trade show goals is developed. [ABSTRACT FROM AUTHOR]

Purpose Previous research has shown that business-to-business (B2B) brand image has positive effects on customer loyalty. However, the results have been inconsistent because they have highlighted that B2B brand image has either direct or mediated effects on loyalty. Drawing on the framework of service transition, this study aims to develop and test a model that reconciles previous findings. This model suggests that goods-related and service-related B2B brand images coexist in customers’ perceptions and impact customer loyalty in different ways.Design/methodology/approach A model was developed and estimated using covariance-based structural equation modeling. The data used in the analysis were collected through a survey in the Italian health-care industry, focusing on the relationship between hearing aid manufacturers and audiologists.Findings Both goods-related and service-related B2B brand images have positive effects on loyalty. However, while the effects of goods-related image on loyalty are fully mediated by satisfaction, service-related image has both direct and mediated effects on loyalty.Research limitations/implications This study reconciles previous work arguing that B2B brand image has either direct or mediated effects on loyalty by focusing on the transition from a goods-oriented logic for branding to service branding. In particular, the analysis focuses on the role of the brand in the co-creation process, suggesting that a service-related brand image reflects the value unfolding over time through co-created experiences. However, additional research needs to be conducted in other industries before the results can be generalized.Practical implications The findings provide managers with insights for the co-creation of their B2B brand images. In particular, the results urge managers to integrate the traditional goods-oriented approach to branding with service branding, showing that enriching B2B brand image with service-related aspects will have a direct and positive effect on loyalty. However, brand image cannot be created or changed unilaterally by the firm as it is determined by the customer based on co-creation experiences.Originality/value This is the first study to explicitly and separately consider the effects of goods-related and service-related aspects of B2B brand image on loyalty. It also is one of the first studies to apply service logic to B2B branding issues. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to examine the impact of social and contractual enforcement on the performance of business-to-business relationship. The research also tests the mediating role of perceived inequity and coordination.Design/methodology/approach A survey methodology was used to obtain responses from 224 decision-makers at reseller organizations. The data were analyzed using structural equation modeling.Findings It was found that both social and contractual enforcement impact relationship performance. Perceived inequity and coordination are important moderators of those relationships, as social enforcement increases coordination and reduces perceived inequity, while contractual enforcement increases perceived inequity.Originality/value While previous studies examined enforcement impact on coordination and conflict, this study links it to relationship performance. Importantly, enforcement’s relationship with perceived inequity is also examined in the context of B2B relationship. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the impact of customer participation in a service delivery process by designing and testing an empirical model with the employees’ point of view in mind. Design/methodology/approach – Using data collected from 166 pairs of customers and service employees in the context of professional financial insurance services, this study uses partial least square path modeling in SmartPLS to analyze the proposed model. Findings – The results of the study show that customer participation produces positive effects on employees’ job satisfaction only if such participation minimizes job stress and meets employees’ relational needs. Job stress and satisfaction were strong predictors for organizational commitment, but the proposed relationship between relational value and organizational commitment was not found. Practical implications – This study suggests that customer participation can be a win-win situation for employees and the service firm. Employees who create relational value with their customers effectively enjoy their jobs more and are more likely to build and maintain long-term relationships with their service firm. Originality/value – The findings highlighted the roles of the customer and the employee and indicated the heuristic value of viewing job satisfaction and organizational commitment as consequences of customer participation. This can enhance the understanding of how encounters should be designed to support employees and improve the co-creation of value. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to present an approach to successful supplier selection process (SSP) by understanding the dynamics between SSP enablers (SSPEs), using interpretive structure modelling (ISM) methodology and find out driving and the dependence power of enablers, using fuzzy MICMAC (Matriced’ Impacts Croisés Appliquée á un Classement) analysis. Design/methodology/approach – The group of experts from industries and the academics were consulted and ISM is used to develop the contextual relationship among various SSPEs for each dimension of supplier selection. The results of the ISM are used as an input to the fuzzy MICMAC analysis to identify the driving and the dependence power of SSPEs. Findings – The research presents a hierarchy-based model and mutual relationships among SSPEs. The research shows that there is a group of SSPEs having a high driving power and low dependence, which requires maximum attention and is of strategic importance, while another group consists of those SSPEs that have high dependence and low driving power, which requires the resultant actions. Research limitations/implications – The weightage obtained for the ISM model development and fuzzy MICMAC are obtained through the judgment of academician and few industry experts. It is the only subjective judgment and any biasing by the person who is judging the SSPEs might influence the final result. A questionnaire survey can be conducted to catch the insight on these SSPEs from more organizations. Practical implications – This category provides a useful tool for top management to differentiate between independent and dependent SSPEs and their mutual relationships which would help them to focus on those key SSPEs that are most significant for effective supplier selection. Originality/value – Arrangement of SSPEs in a hierarchy, the categorization into the driver and dependent categories, and fuzzy MICMAC are an exclusive effort in the area of supplier selection. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this research is to enhance understanding of the sources of relational rents in supply chains and the nature of their relationships with performance. Using the relational view framework and contingency perspective, the study develops a model and hypotheses to understand the nature of the relationships of collaboration and resource specificity with operational performance under technology context contingencies. Design/methodology/approach -- Data for testing the hypothesized relationships in the conceptual model were collected through a survey of managers in the Hoover's database of manufacturing firms. The survey sample included 115 responses from a wide variety of manufacturing forms. Findings -- Findings support the conventional wisdom relating collaboration and operational improvements. Notably, technological turbulence has a differential interactive influence on collaboration and resource specificity in predicting operational performance. In the former, the strength of the performance relationship is enhanced, while in the latter, it diminishes. Product complexity enhances the collaboration -- operational performance linkage. The results, however, have to be further corroborated by more confirmatory analysis in future research. Research limitations/implications -- The research findings are not conclusive but of an exploratory initial evidence, as stepwise regression analysis has its limitations. Additionally, while the study specifically focused on demand-side collaboration aspects, supply chain management envelops upstream and internal collaboration as well. Investigating the performance implications and the interactive dynamics among all three partnerships in the supply chains provides a richer understanding of supply chain partnerships. Besides, more comprehensive insights could be obtained by modeling the interactive effects of other factors in the operating context. Practical implications -- Firms derive performance benefits from close collaboration with downstream partners because the operational enhancements from such relationships have customer service implications. Besides, the results provide a framework to managers for understanding the technology context conditions that may be best suited for leveraging collaborative initiatives and idiosyncratic investments in pursuit of operational performance improvements. Originality/value -- Much of the evidence on the rent generation capabilities in supply chain partnerships is still anecdotal and extant empirical research lacks adequate explanation. Another critical shortcoming in extant literature is research on the disentangled interactive influence of operating context factors on the supply chain sources of rent (i.e. capabilities) -- performance relationships. The study contributes by addressing these issues. Paper type Research paper [ABSTRACT FROM AUTHOR]

Purpose -- This paper aims to explore some of the contextual reasons for the failure of key or strategic account management (K/SAM) programmes. It will discuss how organisational context impacts the implementation and effective operation of such programmes in business-to-business markets. The paper looks at the issues affecting K/SAM programmes rather than the management of individual relationships. Organisational context shapes the work environment (Rice 2005, Porter and McGloghlin, 2006): it is comprised of those elements that drive behaviour and facilitate or impede management processes (Goodman and Haisley, 2007). The literature prescribes a wide range of contextual elements conducive to K/SAM processes, but is less expansive on the subject of elements that may cause K/SAM programmes to disappoint. Design/methodology/approach -- This work in-progress paper takes an inductive approach to material provided by surveys of K/SAM communities and their discussions in LinkedIn special interest groups or similar forums to develop a model to give structure to the organisational context issues which may be responsible for K/SAM failure. Findings -- From an initial reading of the literature, two broad categories of factors were identified as elements of organizational context: what might be called the formal or "hard" elements supporting K/SAM programmes and the "soft", more informal and partly cultural elements that "moderate" or "intervene" in implementation. A model is developed to illustrate the linkages between organizational elements in K/SAM. Research limitations/implications -- Although a pilot study, we believe that valuable insights into KAM failure are provided by the study. The next stage will include a co-operative inquiry approach based on this data, in which participants will actively validate and develop the model by exploring it within their organisations. Practical implications -- The paper draws out a number of significant implications for managers. Originality/value -- The existing context within which attempts are made to implement K/SAM have received little attention and often are ignored or remain "unspoken". This paper addresses those important issues. [ABSTRACT FROM AUTHOR]

Purpose – Service innovation in networks (SIIN) is of utmost importance particularly to business-to-business firms for their profitability, growth and long-term competitive advantage. This paper aims to investigate several critical aspects of extant SIIN research: its current state, theoretical standpoints, determinants, and outcomes. Based on the findings, implications for business-to-business service innovation research are drawn. Design/methodology/approach – This is a systematic literature review. Extant publications were located from large electronic databases, analyzed, and the findings have been compiled to answer the predefined questions. Findings – The paper illustrates the overall state of extant SIIN research and presents its major topics. It reveals the six key theoretical perspectives that have been applied in SIIN studies. Determinants that affect SIIN, as well as its potential positive and negative outcomes, are shown. In addition, gaps in the existing knowledge-base have been identified and have led to the laying out of paths for future research. Research limitations/implications – The review does not cover publications that were unavailable in the electronic databases employed, or were not written in English. However, the succinct presentation of accessible knowledge provides multidimensional theoretical understandings as well as empirical insights into SIIN research. Practical implications – Managers may benefit from this study by understanding the determinants that they may influence, and the potential changes that may accompany the positive and negative outcomes of SIIN. Originality/value – The analytical review provides a concise synopsis of existing knowledge on service innovation in networks, and discusses its implications for business-to-business research and firms, which will be of interest to both academics and practitioners. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to investigate the resources and capabilities required by manufacturers to develop and deliver multi-vendor solutions. Design/methodology/approach – A multi-case design comprising six UK-based manufacturers: two from each of the aerospace/defence, information technology and telecommunications sectors. Findings – Manufacturers can be characterized by their propensity to include products from other vendors in their solutions; single vendor solution providers (SVSPs) focus on solutions comprising their own products, while multi-vendor solution providers (MVSPs) fully embrace products from other manufacturers. Three capabilities were identified which distinguish MVSPs from SVSPs given the complexity of multi-vendor solutions (expertise specifying the solution, engineers trained in implementing/supporting the solution, partnerships with component suppliers of the solution). These capabilities are underpinned by both technical capability and impartiality in solution specification. Research limitations/implications – MVSPs need to be impartial when specifying customer solutions. They should be guided by the best interests of the customer rather than the interests of the product-based SBUs. Achieving impartiality can conflict with some manufacturers' product heritage. The research has focused on three sectors; further research is needed to test whether the findings are applicable beyond these sectors. Practical implications – Solutions are a valuable approach in creating market differentiation, although not all manufacturers will possess the resources/capabilities to be successful. Originality/value – A continuum of solution providers is proposed; SVSPs at one extreme and MVSPs at the other. The operant resource-based capability “impartiality” was identified as being particularly important to MVSPs in creating value for customers. [ABSTRACT FROM AUTHOR]

Purpose – The objective of this paper is to investigate IMC metrics in the lens of an institution-wide change management process, and to do so, the authors develop and test an organizational data quality enhancement model. Design/methodology/approach – Qualitative research was conducted, with a follow-on quantitative pre-test. A subsequent, larger-scale quantitative survey resulted in a total of 128 responses, 124 useable. A regression analysis was conducted using the factor scores of the six organizational dimensions as independent variables and overall data quality as the dependent variable. Findings – The findings show that overcoming poor IMC data quality requires a corporate culture that reduces cross-functional and departmental divides. The authors also support the idea that horizontally organized learning organizations not only have superior IMC data, but they also achieve higher rates of return on their cross-platform IMC efforts. Research limitations/implications – The research has limitations in terms of substantive generalizability, since it focuses on one industry within the USA. Future research can expand to other industries and expand to a global setting in order to replicate these findings. Practical implications – Most improvement seems to be needed in the area of sharing customer data. The findings provide a signal to marketing organizations that want to connect with their customers that data quality must be a strategic priority, with appropriate processes in place to manage data at every touch point. Originality/value – Research is needed that establishes effective methods for measuring the success of data-driven communication efforts to support management. [ABSTRACT FROM AUTHOR]

Purpose – The literature reports mixed findings on the performance impact of market orientation and a lack of attention to the moderating roles of dyadic competition and firm's age. The purpose of this paper is to explore the relationship between customer responsiveness and performance of industrial firms and to consider the moderators. Design/methodology/approach – Drawing on competitive dynamics literature, a contingency model is developed. Hypotheses were tested on 350 Swedish industrial firms that market clean technology to business customers. Findings – First, the main competitor's cost leadership weakens the positive performance impact of the industrial firm's customer responsiveness. An interpretation would be that it is difficult for product firms to overcome competition based on low costs. Second, the industrial firm's age weakens the positive performance impact of the industrial firm's customer responsiveness. This indicates that the firm's responsiveness advantage diminishes as strategies of competing firms converge. Research limitations/implications – By adding literature on competitive dynamics the study contributes to theory. The article shows that dyadic competition and firm's age matter for the relationship between customer responsiveness and performance. Practical implications – The industrial firm may keep an efficient customer responsiveness strategy by reducing its vulnerability to low costs of the main competitor. Also, an ability of developing the content of the firm's responsiveness strategy would favor the strategy uniqueness and efficiency. Originality/value – The article presents a new model that shows the performance impact of the industrial firm's customer responsiveness, including the moderating roles of the main competitor's competitive strategy and the firm's age. By including the contingencies, the model explains mixed findings in the literature regarding relationships between customer responsiveness and performance. [ABSTRACT FROM AUTHOR]

Purpose – The question of R&D and marketing cooperation (RMC) in new product development (NPD) is of increasing relevance. However, it is unclear whether RMC really leads to new product success (NPS) and whether and to what extent other elements of market orientation (MO) impact on NPS and the RMC-NPS relationship. The purpose of this paper is to shed light on this important question and to verify the existence and degree of direct and indirect causalities between the core elements of MO and NPS. Design/methodology/approach – An empirical study has been carried out to test the conceptual framework and the five hypotheses developed based on seminal literature. The conceptual framework and hypotheses are tested using both SEM and regression methods with survey data from 217 respondents from the electronics industry in China. Findings – The results demonstrate that RMC has a significant and positive influence on NPS. The results on customer orientation support previous findings and the research offers interesting insights with respect to the role of customer orientation in NPD. While results from SEM analysis reject the hypothesized direct effect of competitor orientation on NPS and the predicted mediating effect of competitor orientation on the RMC-NPS link, results from regression analysis, however, suggest otherwise. Practical implications – The results of the research help to assure practitioners of the primacy role of RMC in NPD and the positive effects of customer orientation on NPS. Such findings should enable NPD team leaders to make best possible decisions in allocating resources among competing priorities. Divergent results on the effects of competitor orientation on NPS and the RMC-NPS link remind practitioners that knowing the assumptions behind an analysis is actually a precondition for correctly assessing and implementing the results of any research. Originality/value – Results of the study will fill a research gap in marketing studies which have largely neglected the interplay among the three core elements of MO and the mediating effects, individual and combined, of customer and competitor orientations on the RMC-NPS link. Divergent findings derived from the use of two different analysis tools yield new insights to both academics and practitioners and may warrant further investigation. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to investigate the moderating effects of selling experience on the relationship between job satisfaction and sales performance, customer orientation and sales performance, and adaptive selling behaviors and sales performance, taking the context of B2B insurance selling. Design/methodology/approach – Using a sample of 380 business-to-business insurance salespersons from an emerging market (India) to validate their model, the authors tested several hypotheses using structural equation modeling (SEM). Findings – The results suggest that experience works with customer-oriented selling in making the more experienced salespersons better performers. It was also found that for less experienced salespersons, the impact of job satisfaction on performance is weaker than for more experienced salespersons. In addition, it was found that more experienced salespersons' performance is better explained using job satisfaction and customer-oriented selling rather than their adaptive selling behaviors. Research limitations/implications – The study contributes by explaining the mechanism for the above relationships. The study also contributes to knowledge by showing that more experience may not be always good for sales performance. Since the sample comes from an emerging market, the paper extends the knowledge from developed markets, and by testing in emerging markets. Practical implications – The managerial implications of this study lie in explaining those situations where experience can make salespersons more productive. The current sales literature on B2B selling contexts falls short of explaining this mechanism in salesperson performance. Originality/value – This study contributes to knowledge uniquely by extending the body of empirical evidence that suggests that for experience, more is not always better. The study also shows that a more experienced salesperson does not improve his/her performance by adopting adaptive selling strategies. Such adaptive selling strategies are probably more suitable for younger salespersons, given different expectations from them by customers. For experienced salespersons, job satisfaction and customer-oriented selling are more important than adaptive selling. This study explains the mechanism for the above relationships. [ABSTRACT FROM AUTHOR]

Purpose – Information and communication technology (ICT) is a key enabler for new product- and process-oriented services. The purpose of this paper is to investigate how ICT can enable service differentiation and, in doing so, act as a catalyst for a service business orientation. Design/methodology/approach – The paper is based on a qualitative, multi-case research design with eight multinational goods manufacturers. Findings – The paper identifies two distinct types of service-oriented differentiation: services in support of the product (SSP) and services in support of the client's actions (SSC). The study finds that SSC have the largest positive impact on firms' service business orientation. Research limitations/implications – Western firms in a limited sample of industries are studied. Furthermore, the service business orientation construct does not include any measurements of service profitability or impact on overall competitive advantage. Practical implications – To various extents, successful firms are likely to pursue both SSP and SSC differentiation traits through ICT. The two options are interdependent and the framework presented helps managers to understand both key specificities and their interrelatedness. Originality/value – The study contributes to theory on service strategies by specifically focusing on the enabling role of ICT for new services and its effects on each of the three dimensions of the service business orientation construct. [ABSTRACT FROM AUTHOR]

Purpose – The applicability of the customer life time value (CLV) concept goes beyond consumer markets. Specifically, the purpose of this paper is to show how a make-to-order manufacturing company in a supply chain can set customer-focus manufacturing strategies using CLV. Design/methodology/approach – Data from an integrated steel plant is used to calculate the life time value of customers based on the past value, the potential value, and their loyalty. The past value of a customer is based on the historical data and the future value of a customer is then forecasted. The loyalty index of a customer is determined by survey results. Findings – In general, it was found that the CLV for the most valuable customers increases exponentially and the top 28 percent of customers constitute 80 percent of the total value of all customers. Research limitations/implications – This study focuses on make-to-order manufacturing organizations and the three strategies suggested for business process improvement need to be re-evaluated for make-to-stock or mass production. Practical implications – Based on these results, the authors suggest three strategies for business process improvement and revenue growth for the plant. Originality/value – This study constitutes an initial effort to develop a CLV model for make-to-order manufacturing organizations for improving plant performance. The model links customers with not only the front office functions but also with ERP systems. Organizations that are part of value chains can benefit significantly from CLV applications. [ABSTRACT FROM AUTHOR]

Purpose – This study seeks to: empirically measure relationship orientation along a continuum from operation to strategic; evaluate the impact of relationship orientation on the actual activities implemented within the relationship; and determine the impact of these relational activities on relationship effectiveness and business performance. Design/methodology/approach – A survey research design following the total design method was used to collect the data. Multi-item measures were developed to measure relationship orientation and relational activities while existing scales were used to measure competitive intensity and relationship outcomes. The study sampled purchasing managers and the unit of analysis in this research was the business relationship between a buying firm and supplier firm. Findings – This study provides evidence that relationship orientation has a direct and positive influence on the manner in which buying firms execute relationships with supplier organizations. Additionally, the findings suggest firms with a strategic orientation would have a greater likelihood to implement the relationship in terms of utilization of interorganizational guidelines and resource commitment. Similarly, firms that have a more operational orientation would likely not expend as much effort in relationship implementation. Finally, the study demonstrates a positive relationship between the activities used in buyer-supplier interaction and both relationship effectiveness and business performance. Originality/value – This paper contributes to the understanding of relationship orientation and in particular on how variation in relationship orientation impacts the nature of relational activities deployed in buyer-supplier interaction. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine sales manager training approaches, methods, and instructors (as well as their perceived effectiveness, frequency, and assessment). Design/methodology/approach – Utilizing a survey approach, data were collected (and analyzed) from 355 members of two associations: the United Professional Sales Association and the American Society for Training and Development. Findings – First, internal training approaches and instructors are most commonly used and perceived as most effective. Second, sales managers are exposed to a wide variety of training content as part of their training activities. Third, the frequency, duration, and assessment of training vary widely among respondent organizations. Research limitations/implications – The utilized sample of sales managers and trainers are employed by firms within the USA. Cultural differences could exist in training practices, training content, and perceptions of effectiveness among respondents from other countries. Practical implications – First, sales manager training activities lie on a continuum that complicates effectiveness measurement. Second, sales manager training should be provided in the field by those who are either senior to or more knowledgeable on the training topic(s) than the sales manager. Third, internet-based training methods are still in their infancy. Fourth, the complexities associated with the sales manager position lead to a need for varied training being delivered by diverse instructors. Originality/value – Almost a decade has passed since the last empirical studies of the "nuts and bolts" of sales manager training practices were published. The current study builds on previous work by utilizing a larger sample and incorporating technology advances and new content areas (e.g. financial analysis, networking, partnering, cross-functional activities). [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to investigate the satisfaction of dealers with their suppliers in the agricultural machinery sector. Design/methodology/approach – A dummy approach of the three-factor model is used to detect the dimensions that influence the overall satisfaction of agricultural machinery dealers. The model considers satisfiers, dissatisfiers and so-called performance factors that might lead to both satisfaction and dissatisfaction. Findings – Two dissatisfiers, after-sales and service methods and relationship with supplier, are detected. Furthermore, there is one satisfier, competitive outlook, and one performance factor, the product program. Research limitations/implications – The dummy approach detects the three factors implicitly. A Kano-questionnaire might be helpful to confirm the results. Practical implications – Producers should first fulfill the factors that have the highest negative impact: product program, followed by after-sales and service methods and relationship with supplier. After reaching a specific level within these factors, producers could seek to increase their dealers' satisfaction with the two factors, product program and competitive outlook. The product program thus represents the key factor for producers seeking to both decrease dissatisfaction and increase satisfaction. Originality/value – While different approaches of the three-factor model are used along with customer satisfaction, this paper is the first to detect different factors of dealer satisfaction in the agricultural machinery sector. [ABSTRACT FROM AUTHOR]

Purpose – Co-branding strategies are now seen increasingly in business-to-business (B2B) settings, however, there has been little research in this area. This study aims to investigate the benefits of a B2B co-branding strategy where the partner brands have different brand equity positions. Design/methodology/approach – This study employs a scenario approach incorporating three real multimedia software brands and three fictitious brands in nine hypothetical alliances over 97 respondents. Using repeated measures ANOVA, the study examines the balance of benefits derived from brand partnerships between high-, medium- and low-brand equity levels firms. Findings – It was found that brands with equivalent equity levels shared the benefits of the co-branding equally, while lower equity brands benefited more from the alliance than higher equity partners. The results also suggest that very dominant partners gain a greater proportion of functional benefits (such as technical expertise) from the co-branding strategy. Research limitations/implications – The study used real and fictitious multimedia software brands in a hypothetical co-branding strategy, measuring a pre-defined set of benefits. Different results may be found selecting a different industry setting, brands, and benefits. Practical implications – Firms sharing equal equity positions can expect to enjoy equivalent benefits from a co-branding strategy, regardless of how strong the joint equity position is. Before entering asymmetric co-branding relationships, firms should review the differential benefits expected and ensure that negotiations and success measures reflect the anticipated outcomes. Small firms wishing to pursue a co-branding partnership with a dominant market player should consider that they are less likely to capture the knowledge-based benefits from the brand alliance. Originality/value – This paper is the first to look at the impact of asymmetric brand equity positions in a B2B co-branding partnership, and adds value to the literature and to practitioner understanding of the role of asymmetry in influencing co-branding outcomes. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource-advantage (R-A) theory, can facilitate managerial action. Design/methodology/approach – After a brief overview of resource-advantage (R-A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action. Findings – This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R-A theory. Practical implications – The conceptual frameworks developed in this paper have great potential for facilitating managerial action. Originality/value – Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to offer a two-dimensional holistic framework for analyzing interpersonal relationships in the sales process in a business-to-business (B2B) context. Design/methodology/approach – This paper takes the form of a literature study of the key concept, i.e. "interpersonal relationship", three behavior-based theoretical streams, and an eclectic range of existing models within the existing buyer-seller literature. Findings – The framework presented suggests that interpersonal relationships are comprehensible from four perspectives or levels in a sales process – i.e. environment, firm, sales cycle, and sales characteristics. The finding illustrated in the framework is that, in order to understand and manage interpersonal relationships in a sales process effectively, it is valuable to apply a holistic picture, thus including all four levels. This is because dynamic forces exist not only within each layer, but also between layers. In addition, it was found that existing normative directions that focus on managing interpersonal relationships in a sales process are currently contingent upon the level at which the analysis takes place. The findings suggest that future normative directions should instead apply a multi-perspective approach. Practical implications – The helicopter view framework of interpersonal relationships in a sales process presented here enables businesses to understand and optimize the interpersonal relationship strategy in their selling process. Originality/value – By adopting a cross-paradigm philosophy and a multi-method approach, this paper offers a new, comprehensive framework for understanding a B2B selling process that focuses on interpersonal relationships. Furthermore, it presents a normative relationship management overview relevant to both academics and practitioners. [ABSTRACT FROM AUTHOR]

Purpose – The impacts of information technology on business relationships have been of interest to managers for decades, and this stream of research has also steadily gained recognition among academics. However, the emergence of mobile technologies and the use of mobile solutions within business relationships is a less well studied area. Thus, the purpose of this research is to show how mobile solutions can be deployed within industrial buyer-supplier relationships to enhance processes, coordination and overall value creation. Design/methodology/approach – The empirical part of the research presents an in-depth case study in the context of the steel industry. Findings – It is shown that mobile technology usage has a central role in key business relationships to improve internal and inter-organizational coordination. Mobile technology usage grid was conceptualized from the literature to categorize the possible impacts of mobile technology deployment on coordination. Practical implications – As a practical result, this research shows that a wi-fi infrastructure based system that uses handheld devices like PDAs can be used to shorten and cut costs of internal and interfacing processes between buyer and supplier. In practice, the steel hardness test report measurements and transmissions from one organization to another are made more effective. Research limitations/implications – The limitation of the research is the use of only one case study and the resulting lack of generalizable results. Future studies could include case studies in other contexts, and later a quantitative study could be conducted to validate and broaden the findings. Originality/value – The paper presents how mobile technology is used in a business relationship and what kind of impacts the usage has on the relationship. The paper contributes to the evolving bonding discussion in business relationships as well as indicates ways to use mobile technology effectively in a business relationship. [ABSTRACT FROM AUTHOR]

Purpose – The paper aims to consider the underlying premises of Peter Drucker's managerial writing and focuses on three main aspects: humans and relations, an evolutionary perspective and a pragmatic perspective. These ontological views are taken to a new level and applied to explore the world of networked firms. Design/methodology/approach – The paper is a conceptual contribution based on a literature study by the author. Findings – An examination of Drucker's ontology shows how his world perspective led him to an understanding of managers and organisations. The three elements of his ontology discussed are applied to research in business networks. Research limitations/implications – The paper argues for research on human perspectives of business relationships and networks, particularly of issues such as time, timing, partner integration, relational and network embeddedness, network sensing, network horizons, and network identity. Practical implications – Drucker's ontological view enabled him to make pronouncements that cut through to the truth of reality in our organisationally shaped world. Understanding Drucker's ontology provides managers with ways to deepen their understanding of an individual's role at every level within an organisation. Originality/value – The linking of Drucker's ontology to research on new ways to organise and manage networked firms opens areas of future research. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explore the link between selected market orientation dimensions, HRM, and innovation, and their impact on organizational performance before and during the current economic crisis in Slovenia. Design/methodology/approach – The data for the analysis are drawn from a longitudinal cross-sectional study of the 101 best Slovenian employers between 2008 and 2009. Altogether, over 15,000 respondents and more than 170 companies took part in the study, making it the largest of its kind in Slovenia and southeast Europe. The research method applied in the paper is exploratory and consists of simple paired comparisons of univariate and bivariate statistics, as well as factor analysis, regression analysis, and correlation analysis. Findings – The results show that customer expectations regarding trust and long-term performance have a positive impact on HRM practices within a firm, that HRM positively impacts organizational performance, and that innovation unexpectedly impacts it negatively (at least in the short-term). No significant relationships between customer expectations of services, quality, and price, and their impact on HRM and innovation, respectively, were found. However, the research partially confirms that the crisis is affecting organizational performance because companies are deploying more HRM practices and, unexpectedly, fewer innovation activities. Originality/value – This paper explores market orientation, HRM, innovation, and performance-related dimensions in a B2B relationship marketing context based on the results of an extensive longitudinal cross-sectional company-employee study conducted in Slovenia before and during the current economic downturn. The findings offer a unique glimpse into the impact of the current economic crisis on the observed links and relational dimensions, and also have important managerial implications. [ABSTRACT FROM AUTHOR]

Purpose – The paper aims to present how relationship value is created and how it influences the existing buyer-supplier relationship and the buyer's performance. It seeks to introduce the construct of business relationship function to analyze why the business relationship is valuable and to investigate the links between business relationship function, relationship quality and buyer's performance. Moreover, it aims to investigate whether the availability of alternative suppliers changes the influence of business relationship function on relationship quality. Design/methodology/approach – A questionnaire survey was conducted in 239 manufacturing firms in north-west China, and the hyphotheses were tested using a structural equation model with LISREL software. Findings – The results indicate that business relationship function has a direct as well as an indirect effect on buyer's performance through the mediating effect of relationship quality. The study also finds that business relationship function has a stronger influence on relationship quality than it does on buyer's performance. Moreover, the availability of alternative suppliers will weaken the influence of business relationship function on relationship quality. Research limitations/implications – This study concentrates on only the direct functions of business relationships and the indirect functions are neglected. Future studies should investigate the direct function as well as the indirect function, and the dynamic nature of business relationships should be considered. Practical implications – The study suggests that managers should develop and maintain long-term relationships through the fulfillment of business relationship functions. The role of function fulfillment is even more important when there is competition among alternative suppliers. Originality/value – The study provides a sound agenda for future research on supply chain management and industrial marketing, and has important implications for practising managers, especially in the Chinese context and other similar developing countries. [ABSTRACT FROM AUTHOR]