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Currently, online chat is in common use in e-commerce. By adding social interaction to the online context, companies hope to increase customers’ purchasing intentions. However, previous studies have not investigated how social presence is embedded in online business-to-business (B2B) chat conversations between buyers and sellers. Moreover, the functions of online chat in B2B sales have not been investigated.

The data was collected at a case company over the course of four years, from which the authors analyzed 157 online chat conversations between buyers (n = 157) and sellers (n = 9) with a theory-driven thematic analysis. In addition, data from the company’s customer relationship management system was collected to specify buyer types.

The results reveal that social presence was embedded in online B2B chat via buyers’ interactive, affective and relationship maintenance responses. Social presence differed depending on the type of buyer, with only existing customers having relationship maintenance responses. E-commerce B2B chat functions can be described as multiple and changing depending on the buyer–seller relationship stage.

Having data only from one case company limits the results to one type of industry.

The results can be used in sales training and when developing online chat services.

Results bring scientific utility to B2B sales and marketing research, as the authors build a bridge between social presence, the existing theoretical model on B2B buyer–seller relationship development and online chat as a communication medium. Other researchers may use this understanding when exploring B2B buyer–seller interaction in different digitalized communication media.

This study aims to examine how the widespread adoption of digital technology (DT) in business-to-business (B2B) markets affects and, in particular, increases the velocity of relationship development over time.

A literature search was conducted to develop propositions concerning DT’s effect on the various stages of an existing B2B buyer-seller relationship development model. A group of 55 experienced practitioners was used to obtain reactions to the propositions.

DT affects buyer-seller relationship development by reducing the time needed to initiate and advance through sequential relationship stages. Agility in the decision-making process fosters stronger inter-firm relationships and influences other important attributes of B2B relationships, such as organizational commitment, organizational embeddedness, trust and value creation.

A broader, more diverse sample of commercial buyers and sellers is required to permit testing the generalizability of the study’s findings.

DT affects the speed and agility of B2B relationship formation regardless of stage. As DT evolves in the age of Industry 4.0, an understanding of the effects of DT will aid managers in assessing ways to leverage its potential and apply appropriate DT strategies throughout the B2B relationship process to capitalize on current and future business opportunities. Firms need to explore the positive and negative effects of the digital revolution on managers within their supply chain networks.

To the best of the authors’ knowledge, this is the first study that specifically addresses DT’s impact during the specific stages of the relationship development process.

This paper aims to investigate how relative contractual and relational governances impact seller’s value appropriation via buyer’s trust, perceived justice and opportunism in the context of industrial buyer–seller relationships.

Survey data from 232 matched buyer-seller dyads of Chinese business-to-business (B2B) firms was used to test the conceptual model and research hypotheses. The confirmatory factor model and structural equation model were tested by using Lisrel 8.80.

The findings show that relative contractual governance and relative relational governance have opposite consequences on B2B relationship and value outcomes. Relative contractual governance generates higher level of buyer’s opportunist behavior because it reduces buyer’s trust and perceived justice, therefore harms seller’s value appropriation. By contrast, relative relational governance enhances buyer’s trust and perceived justice, therefore curbs buyer’s opportunism and improves seller’s value appropriation.

This study makes significant contributions to theory development of value appropriation and inter-firm governance mechanism by extending dyadic view to network view. It proposes the concept of relative governance and explores its role in shaping a business partner’s perception and behavior. It also provides insightful implications for B2B companies on capturing more benefits from the relationship with buyers by leveraging relative governance strategies.

The chapter presents how business-to-business (B2B) actors may use branding as a tool for maintaining strong, long-term business relationships with their customers. Current knowledge on how to maintain business relationships is presented, related to branding as a tool contributing to long-term and strong business relationships. The phenomenon is studied in detail through a case company, Verso Globe, which operates in the consultancy area and is specialized in sustainability issues. The authors conclude that shared values and norms lead to beneficial business relationships and help maintain them. Also, the case company is closely collaborating and co-creating with its customers, which leads to technological adaptation and increases mutual commitment. A reputation of sharing values, having interest to develop, and co-creating with customers benefits the company and builds the corporate brand. The company culture must, however, support the efforts that make the brand. It is therefore important for B2B actors to understand the customer’s values and use it as a basis for customer relationship management activities. Concurrently, the company’s own values and how it directs employees are elements of its culture, which is the basis for the corporate brand. The perfect match of business relationships is therefore lies in aligning values and norms between the partners.

This paper aims to investigate to what extent core, technical and social components of relationship value influence customer satisfaction and loyalty in the high technology business to business (B2B) markets.

Seven attributes of a high-technology buyer-seller relationship are identified representing the core, technical and social nature of relationship value. A conceptual model is proposed in which customer satisfaction mediates between the relationship value components and the two aspects of customer loyalty – attitudinal and behavioural. The empirical study is conducted in India employing 127 high technology customers. Structural equation modelling and path analysis is used to test the hypothesized linkages and examine the impact of different components.

Technical and social components of value influence customer satisfaction to a greater extent than the core components. Whilst behavioural loyalty is more driven by core components, attitudinal loyalty is more influenced by the social component. Satisfaction mediates the links between relationship value components and the two aspects of loyalty.

Future research could test the modelled linkages in different countries and using larger samples and investigate the supplier perspective.

The paper provides useful implications for high tech product suppliers to improve their relationship with their customers. Suppliers must develop collaborative product/technology development projects and explore opportunities for personal relationships/rapport building with their customers, whilst delivering a quality product at a competitive price.

To the best of the authors’ knowledge, the paper is the first in B2B literature to provide an insight of how the different components of relationship value vary in influencing satisfaction and loyalty in a high technology B2B buyer-seller relationship.

The purpose of this study is to provide an in-depth understanding of the B2B customers’ perspective regarding salespeople’s social media use.

The study adopts a qualitative approach based on semi-structured interviews with 26 key informants performing their job in customer role in various industries.

The authors inductively identify five themes regarding the B2B customers’ perspective of social media use in B2B selling. These themes allow for valuable implications for social selling activities and expected outcomes.

Against a growing body of literature on drivers, best practices and outcomes of social media use by B2B salespeople, less attention has been paid to the customer’s side. The authors extend current research by providing a more complete picture of social selling activities and expected outcomes.

In the environment of business‐to‐business e‐commerce, both buyers and sellers are uncertain about their roles. Questions abound. What is the role of the Internet in buyer‐seller relationships, and what will be the interface between the Internet and the salesforce as information sources? Data collected from purchasing professionals suggest that traditional information sources, including suppliers’ salespeople, are more useful than the Internet at the present time. Moreover, findings indicate that the Internet plays almost no role in supplier selection decisions and only a moderate role in ongoing buyer‐seller relationships. Additionally, in relationships characterized by high levels of information exchange, trust, cooperation, and/or adaptations, the Internet appears to play a less important role. Based on these findings, implications for practitioners and researchers are discussed.

Contemporary scholars contend that the buyer–seller relationship is dynamic in nature, so it grows, matures and declines over time. However, most studies that adopt the dynamic perspective debates its conceptualization and how dynamic effects are captured. This scholarly discourse has led to multiple dynamic perspectives and resulted in fragmented and scattered literature on the subject. This study aims to synthesize the large body of research on dynamic perspectives in a systematic way.

This paper follows a systematic review approach to extract and review 192 research articles from four electronic databases: Web of Science, EBSCOhost Business, ScienceDirect and Emerald. Based on the inclusion criteria that the articles examine time-dependent relationship development in light of a generalizable dynamic perspective, 61 articles were selected for the final examination and reporting.

This review reveals that most research on the buyer–seller dynamic relationship follows at least one of four perspectives: the relationship lifecycle, relationship age, relationship velocity and the asymmetric–dynamic perspective. Each perspective offers a distinct conceptualization of relationship development and has certain advantages that enable researchers to capture information about relationships’ growth trajectory in a unique manner.

Firms need a set of diverse strategies for their customers, depending on the state of the relationships’ development, as strategies that pay off at initial levels may fail at later stages. This study helps managers select an appropriate dynamic perspective that best aligns with their customers’ stage of relationship development so they can devise customized relationship-management strategies.

To the best of the authors’ knowledge, this article is the first attempt to organize the discourse of a large body of research on dynamic perspectives, and therefore it helps academicians and practitioners to choose the dynamic perspective that best suits their objectives and research settings. This review documents key research areas that have been overlooked and highlights opportunities for future research.

The communication environment for buyer‐seller interfaces is being transformed by a variety of new communication choices. The use of electronic mail in business today is especially prevalent. This investigation explores buyer and seller reactions to electronic mail use in buyer‐seller relationships. Two studies conducted explore themes perceived by buyers and sellers regarding electronic mail use. From in‐depth interviews of sellers, some initial themes are developed. Second, a survey from a sampling frame of business‐to‐business sales people and organizational buyers advances the questions of benefits and barriers perceived to be associated with electronic mail use from both the organizational buyer and seller perspectives. From a sample of 103 buyers and 107 sellers, questions are raised about the communicative and relationship aspects that potentially influence the buyer‐seller interface. Findings suggest sellers need to be attuned to individual buyers’ views in order to benefit from the new communication options regarding communication choices.

Digital ecosystemic business environments challenge dyadic approaches to value creation and particularly to business-to-business (B2B) sales. This paper aims to offer a novel conceptualization of the connection between value creation and B2B sales, which indicates practical implications and builds an agenda for future research.

This conceptual paper integrates theoretical insights on service-dominant logic, service ecosystems, interactional value co-creation and B2B sales. This paper uses anecdotal evidence from the field of B2B sales to illustrate theoretical concepts developed in the paper.

The paper develops the concept of value idea emergence (VIE), the process through which B2B entities become aware of a pursuable benefit. The paper further proposes that value (co-)creation in ecosystems happens through VIE’s intertwinement with the process of value proposition creation, a process, which includes all activities needed to bring a value proposition to a customer. The paper then discusses the role of B2B in these processes and proposes an agenda for future research.

The novel conceptualizations of value (co-)creation can help B2B sales managers to understand the ecosystemic nature of the interactions that affect sales and value creation in the current business environment.

The paper contributes to the literature on B2B sales and value creation by proposing a novel concept of VIE, introducing a conceptual model of interactive value (co-)creation in ecosystems and reformulating the role of B2B sales in value creation. These theory-developing insights can be used to guide both academic and managerial attention to interactions happening in the ecosystem outside of the buyer-seller dyad.