The purpose of this paper is to gain knowledge on the character of managerial implications within business-to-business (B2B) marketing, in terms of type of relevance addressed in research articles on solution business and integrated solutions.
Use of Jaworski’s framework on role-relevance to classify the type of relevance addressed in 29 journal articles. A systematic literature review on solution business preceded the selection of articles and a concern to include different journal categories.
Managerial implications in the studied articles within solution business do not seem to emphasize role-relevance particularly; they rather address applicability of findings on a company level and for B2B marketing in a more general sense. The majority of implications for practice are framed to have an impact on “present actions”. Managerial knowledge needs are dominantly addressed by “empirical findings” or “frameworks”. The dominating managerial core tasks addressed are “transformer of marketing” and “marketing strategy”.
There do not seem to be studies with managerial implications addressing future actions and thinking; providing instruments, methods or models that are role- relevant; focusing on the challenges of a “coordinator”, “strategist” or “performance controller”. The focus on solution business limits the generalizability of findings.
Results suggest that implications for practice potentially would benefit from being written in the form of explicit recommendations; targeted to a particular managerial role; and increasingly developed when it comes to proposed frameworks for them to be useful for managers in industrial marketing.
This is one of the first studies to systematically examine the character of managerial implications by categorizing results in accordance with a framework specifically addressing role-relevance.
Tapio Salminen, R., Oinonen, M. and Haimala, J. (2014), "Managerial implications in solution business studies: analysis of type of relevance addressed", Journal of Business & Industrial Marketing, Vol. 29 No. 7/8, pp. 562-573. https://doi.org/10.1108/JBIM-09-2013-0197Download as .RIS
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