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An understanding of business networks and the specific processes affecting change in networks is intimately connected to the understanding of the nature of relationships…
An understanding of business networks and the specific processes affecting change in networks is intimately connected to the understanding of the nature of relationships. Relationships constitute the core aspect which connects actors, resources and activities in a business network. Presents an overview of basic features of relationships. Groups relational concepts from the business marketing literature into structural, economic and social dimensions. Outlines a marketing model of three network layers in business networks based on different types of actors. The proposed network layers in the model constitute the production network layer, the resource network layer and the social network layer. Finally, assigns relational concepts to their related network layers in a relationship matrix.
Aims to increase understanding of business logic in buyer‐seller relationships. Increasingly complex, fast‐changing, and dynamic business environments provide a rich research environment for analysing business logic in business relationships. Defines a new concept, the business logic (operation mode), in order to holistically understand projects, services, and packaged products in their lifecycles between and within buyers and sellers. This means offering, delivering, and installing and maintaining the project, service, and packaged product.
In the past few decades, relationship management (RM) theory and RM strategies in business-to-business (B2B) contexts have evolved tremendously, driven by constant…
In the past few decades, relationship management (RM) theory and RM strategies in business-to-business (B2B) contexts have evolved tremendously, driven by constant innovation. Hence, the purpose of this study is to understand the trends and evolution of RM and relationship quality (RQ) in B2B contexts and empirical insights on RM and RQ in B2B, which in turn would provide insights into trends and future research directions.
Grounded on the industrial marketing and purchasing group, this study adopts a critical systematic literature review to provide a comprehensive analysis of the past, current and future trends in empirical research insights of RM and RQ in B2B markets.
This study provides some novel insights into RM in B2B context by using a multidimensional approach to RM and RQ and analyzing prior marketing research from three perspectives: the evolution of RM and RQ in B2B context; prior empirical research; and practical business insights. Overall, these perspectives inform the development of an evolving side of RQ in B2B contexts, leading to some predictions regarding the future of RM in B2B markets.
The exploratory results of this study shed light on the key factors that drive RQ and the importance of RM in B2B markets in the digital age where customers still long for human interaction regardless of the prevalence of advanced technology.
In the wake of advanced technologies and particularly, B2B companies had to turn to virtual platforms and embrace digital transformation to establish and manage their customer relationships. Yet, managing relationships via digital channels has its own challenges for both B2B practitioners and scholars. This indicates that there is still a huge need for attuned RM strategies that align with the changing environments – mainly driven by technological advancement – in B2B markets.
To the best of the authors’ knowledge, this paper is a first attempt to deal with the phenomenon of new venture failure from the business network perspective of the…
To the best of the authors’ knowledge, this paper is a first attempt to deal with the phenomenon of new venture failure from the business network perspective of the Industrial Marketing and Purchasing (IMP) Group. In particular, this study aims to explore the post-failure phase of a new venture to investigate what happens to the new venture’s resources and relationships in the aftermath of its failure and the role of the entrepreneur in this process.
The paper builds on an explorative multiple case study of two failed new ventures, unfolding the failure and post-failure phase: evidence from both cases is confronted and discussed.
This study shows that the post-failure is a complex phase of recombination of activities and residual resources that may lead to new business opportunities. It is discussed that residual resources influence the direction and extent of post-failure activities in terms of restrictions as well as opportunities to restart new projects or ventures. It is also shown how the entrepreneur deals with the “business remains”.
While much attention has been devoted to new ventures’ failure, the paper focuses on the post-failure phase, an almost neglected topic in industrial marketing research. This study sheds some new light upon the journey through which entrepreneurs come to develop the set of resources, activities and relationships that are not only key to the establishment of the venture but also relevant in the complex and intricate trajectories of post-failure.
This chapter deals with firms’ relationships in particular with political actors when expanding in emerging markets. Our main purpose is to illustrate the importance of…
This chapter deals with firms’ relationships in particular with political actors when expanding in emerging markets. Our main purpose is to illustrate the importance of including such relationships when describing how firms develop insidership in networks in these markets. Emerging markets are often described as if they pose similar challenges but we will focus on the heterogeneity and how firms handle the diversity of the non-business foreign environment. Based on experiences from three Western multinationals — Sandvik, Ericsson and ABB — the main challenges in China, South Africa and Turkey are described. In addition to relationships with political actors, the discussion indicates the importance of also including other non-business actors, such as NGOs. The cases also illustrate that knowledge acquired in one cultural setting may not easily be transferred to another since the contexts are so different.
The issue dealt with in this chapter is the role of management in developing and maintaining business relationships among companies. Interdependent business network…
The issue dealt with in this chapter is the role of management in developing and maintaining business relationships among companies. Interdependent business network structures result from interactions in dyads between single actors and interactions among all involved actors collectively. Managers as ‘architects and constructors’ of business relationships, involved directly in developing the relationships between customers and suppliers, are mostly middle-management positions rather than top management. Purchasing managers, sales managers and technical managers are fundamental for the development of business relationships as they create value in business relationships. Relationships between companies cannot be developed unilaterally; they have to be developed jointly. Since value creation requires involvement of others, motivating other actors and mediating are fundamental in developing relationships and creating value. The effective development of business relationships of value hinges on the capability and skills of management to work with and through others, to relate to others and to cope with interdependencies that arise in relationships. However, the capability of a company to interact and create value in business relationships is not simply a sum of individual managerial skills; it is an issue of organising the interfaces in relationships to other business.
This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial…
This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.
This paper aims at advancing research on the identification and the first test of the primary steps companies follow to generate and maintain enablers of long-term…
This paper aims at advancing research on the identification and the first test of the primary steps companies follow to generate and maintain enablers of long-term marketing relationships in cross-cultural business. To achieve the objective, the authors first identify the communication difficulties in generating and maintaining long-term relationships in bi-cultural or multi-cultural settings. They then develop the building blocks, or enablers, that are needed to form and maintain enduring relationships. They finally illustrate the suggested process by describing the use of enablers in two contrasting cultures, the Anglo-Saxon and the Latin, using samples from the United States and Chile, respectively.
This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical…
This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical roots. This largely European-based theory challenges the conventional, dichotomous view of the business world as including firms and markets, arguing for the existence of relational governance structures (the so-called “interfirm cooperation”) in addition to hierarchical and transactional ones.
This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.
The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.
Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.
The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.