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In small businesses, the owner is typically the dominant decision‐maker. An area of largely neglected consideration is the impact of the individual decision‐maker's “self monitoring” behavior, i.e., the degree to which he/she actively scans the business' external environment. This is an especially critical issue in the international business arena, where cultural differences are significant factors.

Industrial marketing covers a broad range of heterogeneous products and services. In response to this heterogeneity, researchers have developed a variety of systematisations of transactions on industrial markets. These systematisations have provided insights for the identification of different types of transaction processes (business types), and for deriving type‐specific marketing recommendations. Based on this literature, the paper considers the consequences of interpreting the typological criteria as variables that can be influenced by the transaction parties, instead of treating them as data.

Transaction cost economics provides the main theoretical foundations. Focusing on seller‐initiated strategy, the paper develops a conceptual framework for shifts between business types that are derived based on differing degrees and horizons of asset specificity.

The paper proposes a conceptual framework and discusses technological and contractual ways of implementing shifts between business types. A central implication of the dynamic perspective is the idea of asset specificity as a choice variable.

First, this research is conceptual. Future empirical research is needed regarding the proposed framework as a whole as well as individual hypotheses. Second, based on our qualitative considerations, more formal models could possibly be applied as useful complements in further analysis of some of the raised issues.

Fundamental changes in market offerings in the form of shifts between business types are common elements of marketing practice, with recent examples in the automotive industry and the IT sector. The paper offers a framework for systematically considering such shifts.

The paper extends existing (static) business types frameworks by incorporating a dynamic perspective.

A Novartis social business in India completely separated the activities of its social and business units—the former engaging in raising the health awareness of villagers and encouraging them to visit free health camps, while the latter developed affordable medicine delivered directly to village pharmacies. Connections between these units were made through open and fluid market-type mechanisms, and by appealing to the needs and interests of villagers with incentives. This synchronized business model was developed partly because Novartis believed in villagers' self-initiated behavior for health improvements, which made it not interfere into marginalized institutions, and more significantly because it used its internalized control and coordination systems with clear goals of social contribution in operating the business unit. Consequently, Novartis achieved economies of scale, business sustainability, and social contribution.

This paper has four purposes. First, it points out and explains why the Market‐type culture, is not the culture type most conducive to business performance. This Market‐type culture reflects mainly a Transactional approach to the market rather than a longer term Relational approach to clients. Second, a modification of the CVM is presented which forces the respondents to weigh the value their firm places on the client or customer compared with the other competing values in the model. This modified version can be used to describe organizational cultures which are more Relational or Transactional in nature. Third, an empirical study of commercial banking relationships in France indicated that business effectiveness was greater when both parties in the exchange (account manager and business client) perceived their respective organizations to be Relational‐type cultures. Conversely, the worst business performance was found when both organizations had Transactional‐type cultures. Fourth, the managerial implications of the paper are discussed in the context of commercial banking.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

This study examines the relationship between business strategy, management control system (MCS) type and performance. Does the alignment of organisation business strategy and MCS fresult in better performance?

This study draws on the business strategy and MCS type literature to identify business strategies and MCS types. A scoring method was used to identify business strategy types and cluster analysis to identify MCS types from a sample of 80 firms and 621 firm-years of data. Analysis of variance was used analyse the differences.

Four types of MCS were identified and were labelled clan, adhocracy, market and hierarchy. The sample was split into defender, analyser, prospector and reactor strategies. The results showed defender strategies performed better with hierarchy or market type MCSs while prospector strategies performed better with clan or adhocracy MCS types. Analysers performed acceptably with all MCS types.

The results of this study suggest that organisations should align their business strategy with a certain MCS type to achieve good performance. Also, alignment of top management and business strategy is supported as the top management properties differ between the MCS types.

This research contributes to the management control and strategy literature by demonstrating how the alignment between organisation business strategy and organisation-level MCS type determines organisational performance. The results suggest that differing business strategies yield better performance when aligned with the appropriate management controls represented by an MCS type.

This paper aims to examine the relationships between anthropomorphic cues (i.e. degrees of the humanized profile picture and naming) in artificial intelligence (AI) chatbots and business types (utilitarian-centered business vs hedonic-centered business) on consumers’ attitudes toward the AI chatbot and intentions to use the AI chatbot app and to accept the AI chatbot’s recommendation.

An online experiment with a 2 (humanized profile pictures: low [semihumanoid] vs high [full-humanoid]) × 2 (naming: Mary vs virtual assistant) × 2 (business types: utilitarian-centered business [bank] vs hedonic-centered business [café]) between-subjects design (N = 520 Mturk samples) was used.

The results of this study show significant main effects of anthropomorphic cues (i.e. degrees of profile picture and naming) in AI chatbots and three-way interactions among humanized profile pictures, naming and business types (utilitarian-centered business vs hedonic-centered business) on consumers’ attitudes toward the AI chatbot, intentions to use the AI chatbot app and intentions to accept the AI chatbot’s recommendation. This indicates that the high level of anthropomorphism generates more positive attitudes toward the AI chatbot and intentions to use the AI chatbot app and to accept the AI chatbot’s recommendation in the hedonic-centered business condition. Moreover, the mediated role of parasocial interaction occurs in this relationship.

This study is the original endeavor to examine the moderating role of business types influencing the effect of anthropomorphism on consumers’ responses, while existing literature overweighted the value of anthropomorphism in AI chatbots without considering the variation of businesses.

The purpose of this conceptual paper is to provide a typology for classification of the digital goods business (DGB), analyzing its characteristics with selected cases, to suggest an evolution strategy appropriate for today's digital business economy, and to address the research implications.

Based on a focus group interview, the study identified and classified the DGB models into four types in terms of sales channels and service methods, and further proposed five evolution strategies for the DGM.

The paper proposes five evolution strategies for the DGB: from streaming direct to streaming intermediary; from download direct to download intermediary; from download intermediary to streaming intermediary; from download direct to streaming direct; and from download direct to streaming intermediary. These evaluation strategies will be suitably applicable to the type of digital goods for which a business strives.

As the study is exploratory in nature, further research will be required to empirically confirm the findings of the underlying study regarding various DGBs, such as software, games, and movies. In addition, as the proposed typology reflects only the current state of the DGB industry, a further elaboration of the typology may also prove necessary in the future as technologies and the DGB industry evolve.

Providing a useful theoretical foundation for future DGB studies and valuable insight into practical applications in the ever‐growing DGB field, the paper delivers transitional strategic insights based on digital goods taxonomy. This strategic implication can be applicable to analyzing and explaining current DGB cases.

The need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.

With the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.

The challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.

The authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.