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The development and reinforcement of context‐specific behaviors support the implementation of marketing strategy. Discusses the limitations of traditional strategy implementation pursuits and then proceeds to report the results of two independent but related studies that consider two methods of behavior management – market orientation profiling, and behavioral repertoires – and their effect on marketing strategy and organizational performance. Results indicate that these methods provide a context for the implementation of specific marketing strategies by serving as a moderator of employee behavior and can be used strategically by organizations to guide service applications. Concludes by providing prescriptive steps that managers can consider in efforts to adopt these approaches to marketing strategy implementation.

This paper presents a framework for understanding and analyzing the productivity of service workers. Based on findings in the multidisciplinary literature, it provides a working model for services managers that: recognizes that the definition of productivity may vary across service jobs, acknowledges that there are different levers for maximizing productivity in different contexts, and indicates that managing productivity needs to be viewed as a task for marketing, not just the organization's internal functions. The purview and implications of each component of the framework are discussed, together with some marketing‐based suggestions for productivity improvement.

Suggests that because of the unique characteristics of services, the behavior of service employees is a key determinant of organizational performance and that the effective management of employee behavior has therefore become the central theme of an emerging body of theory and research in the services marketing and management venue. Reviews this work, and suggests the need to extend it by examining the behavior of service employees in a more holistic sense. Introduces the concept of a behavioral repertoire, defined as the specific combinations or patterns of behavior that comprise employee roles. Uses data gathered from service employees in a wide range of service firms are used to demonstrate the morphology of behavioral repertoires, and offers implications and recommendations for services marketing and management practice.

The purpose of this paper is to identify the B2B e‐commerce (B2BEC) usage patterns of North American small‐ and medium‐sized enterprises (SMEs) in their supply chains, the contextual factors that influence usage patterns, and the subsequent effects of these patterns on firm performance.

The authors conducted an online survey of North American SMEs and obtained 229 responses. They utilized several statistical methods, including cluster analysis and profile analysis, to test five hypotheses.

The TOE framework, supplemented with interorganizational factors, provides a valid theoretical guideline to study firms' B2BEC usage patterns. Three distinct types of B2BEC usage patterns – E‐Limiteds, E‐Leaders, and E‐Laggards – emerged. Different sets of contextual factors contribute to the formation of these three patterns of B2BEC adoption. Higher levels of B2BEC usage result in stronger firm performance.

Future clustering variables could be more specific. The effects of other potential contextual factors should also be explored by future studies. This study can be replicated in other countries to determine whether the findings can be generalized.

In light of the potential performance improvements that B2BEC adoption offers, managers should assess the risks associated with maintaining their current speed of e‐business deployment versus the risks associated with escalating it. Organizations that have been more reactive should consider how well or ill their sluggish approach prepares them for navigating the inevitability of increasing sophistication in supply chain management.

Limited empirical research exists on the B2BEC usage patterns of North American SMEs, the contextual factors that motivate them to adopt different B2BEC technologies in their supply chains, and how each of these usage patterns affects their performance. The current study contributes to the literature by shedding light on these issues.

The framework of this paper was to examine the segmenting of consumers by the importance of group integration, and then determine if variations exists between these two groups as to the importance of product attributes when purchasing a product. Factory workers and students in the USA and Korea were surveyed with questions designed to measure group integration using an individualism/collectivism scale, and price and brand importance using a revised decision making scale cross‐culturally. The findings implied that consumers with individualist/collectivist characteristics exist in both Korea and the USA. It further implied that variations in the importance of product attributes exist between the groups. Price was found to be more important to collectivist in both cultures than to individualist.

The purpose of this paper is to revisit Igor Ansoff's work and how it interfaces with the various schools of strategic management.

Ansoff's work of 40 years is reviewed and related to other schools of thought in strategic management.

Ansoff's work is much more comprehensive than the literature suggests. His later work (after 1990) is largely unnoticed by academics, nevertheless, it is the empirical findings of his theoretical postulations. Moreover, his work interfaces with virtually all schools of thought in strategic management.

It will provide a broader view of Ansoff's work and perhaps trigger additional research as a result of his later work. Most researchers continue to associate Ansoff with his early thoughts.

Ansoff's work has found wide applications in a variety of industries. His work was mostly with industries that used his propositions in order to better strategies.

Ansoff's later research and empirical findings could provide a launchpad for re‐examining the method by which organizations assess their environment, strategic behaviour, and internal capability. Therefore, organizations may have an alternative method to develop strategy.

This is the first attempt to provide a historical view of Ansoff's work and perhaps his timeliness. The recent economic crisis only further supports Ansoff's basic position that companies must create custom strategies to fit their environment, culture, and capabilities.

The purpose of this paper is to propose and empirically test a unified framework that captures the antecedents of e-business implementation, that is; organizational factors which is decomposed into organizational capabilities (training availability, technical expertise, knowledge level), knowledge management capabilities (knowledge acquisition, application, and sharing), adhocracy culture, and top management support, e-business implementation, and organizational performance (efficiency, sales performance, customer satisfaction, relationship development).

Data from a survey of 258 top managers in Saudi Arabian enterprises were collected to empirically test the proposed research model. Additionally, the statistical techniques employed included a confirmatory factor analysis to examine the reliability and validity of the measurement model, and structural equation modeling using AMOS is utilized to test the hypotheses.

The findings of this study suggest that organizational factors influence e-business implementation. Moreover, e-business implementation affects organizational performance.

This study did not investigate all organizational factors and knowledge management processes. Future research could assess the influence of additional factors such as technology and environment contexts on e-business implementation.

Owners/managers considering e-business implementation would be best to focus on internal (organizational) factors and their interaction within and beyond the organization, rather than focussing exclusively on technological considerations.

This study is significant for at least two reasons: it determines the key antecedents to successful business implementation based on organizational factors and it helps to understand the effects of e-business implementation on organizational performance.

This research aimed to conceptualize organizations as open and purposeful systems to study how organizational culture (OC) influences firms' Innovative Performance (IP). The authors proposed goal setting and internal integration/external adaptation paradox as central to explaining OC's mediating and suppressing effects on IP.

The authors collected data from 372 Costa Rican organizations and analyzed them with structural equations. This research used the Denison Model instead of the usual typology-based approaches.

The mission had a direct and high impact on IP. The mediated effect via adaptability was also elevated, as well as the suppressor effect through consistency. There was no effect on IP of involvement. According to these results, the Open and Rational Systems Framework emerge as the main theoretical explanatory concepts.

Disaggregating the OC through a performance-oriented dimensional model makes it possible to study the dynamics between the elements that compound it and facilitate integrating these findings with other research streams.

The purpose of this study is to explore organizational social media capability in business-to-business (B2B) marketing, by focusing on what social media capability is in a B2B marketing context and how it is developed in firms engaged in B2B marketing.

This is a thematic literature review, drawing on both B2B marketing and Information Systems literature. In total, 112 academic articles from nine journals were identified and analyzed. The findings were synthesized and compiled to provide answers to the predefined research questions.

The results suggest that organizational social media capability is dependent on a deep understanding of a firm’s technological capability, i.e. recognizing the key features and categories of social media and dynamically upgrading the recognition in response to the environmental change. A four-level Social Media Capability Maturity Model (technological, operational, managed and strategic level) that collectively transfers social media’s technological capability to dynamic organizational capability is proposed.

This study contributes to an understanding of the use of social media in the context of B2B marketing from an organizational dynamic capability perspective. The model is particularly relevant to organizations that have adopted or plan to adopt a B2B social media strategy and is relevant for B2B researchers who are interested in social media research.