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This paper aims to present a commentary and reflection on Nenonen et al.’s paper on theorizing with managers.

The paper is a conceptual reflection.

The author finds much to agree with Nenonen et al.’s work, but finds some aspects where greater breadth could be added to further strengthen it. The author further suggest that the alleged gap should be critically examined.

This paper extends Nenonen et al. by proposing a broader framework for viewing the relevance and implementability of academic marketing research.

A large number of researchers and marketing textbooks see business marketing dominantly from the relationship marketing perspective. One can even talk about a “matrimony” of these domains; “RM=BM”. The Contemporary Marketing Practices studies, however, provide clear evidence of the coexistence of various marketing practices but offer no supporting theoretical rationale for these findings. The purpose of this paper is to answer the question whether business marketing and relationship marketing, when broadly defined to include all relational‐interactional perspectives, are necessarily wedded to each other.

A metatheoretical analysis was conducted to identify the contributions and limitations of the current research approaches to business marketing and a configurational approach for marketing (CAM) was developed, providing theoretical explanation for the empirical findings versus relationship dominance dilemma.

The metatheoretical analysis showed that research into business marketing relationships is not monolithic; that each tradition is useful for specific purposes, domains and activities; and that none helps understand why there are multiple ways in which firms relate to their markets. A conceptual CAM framework was developed that allows one to identify possible configurational marketing profiles (i.e. identifying different equivalently valid ways of relating to a business environment).

It is contended that the configuration approach for marketing permits other configurations to co‐exist beyond the RM‐BM matrimony. CAM provides a conceptual framework that can host the “puzzling” empirical results of the contemporary marketing practices studies.

The CAM frame suggests that managers should carefully examine the internal logic of their marketing‐related configuration. Performance should be enhanced if the three elements – managerial frame of reference, organization/environment relationship, marketing mode – are coherent.

The configurational approach for marketing helps one to understand why firms relate to the business marketing environment with a multiplicity of marketing modes, showing that the BM‐RM matrimony is but one possible configuration.

The purpose of this paper is to refine an agenda concerning the theory–praxis gap to develop a foundation for a research tradition.

The paper synthesizes and builds on the suggestions in commentary articles by Kohli (2017), Leeflang (2017) and Möller (2017).

The authors develop a research agenda consisting of the following issues: the need for a systemic view of business practice; the need for innovative and meaningful theoretical understanding; the need to identify conditions and approaches for collaborative theorizing; to further define and instruct the abductive approach; and to explore pragmatic realism to ensure both practical outcomes and truthful theories.

These five issues are a step towards developing a theory–praxis research tradition.

Business services have an important role in the development of global knowledge‐base economy. This is particularly clear in the field of ICT services where business customers are requiring an increasing amount of complex services in order to support their utilization of advanced ERP, SCM and CRM solutions for boosting their business processes and competitive advantage. The complexity of these services and customers' requests for special adaptations form a critical challenge for service providers. This paper seeks to develop solutions for managing this complexity.

Three service design and development methods – service industrialization, tangibilization, and service blueprinting – are introduced and then analyzed as to how they can be utilized as an integrated system to reduce the complexity of ICT services. This is carried out through an action research‐based case study of an ICT service provider.

The results include a service architecture framework, which can be used for creating a modularized offering and implementation system for complex business services. It reduces the complexity of services while allowing their customer specific adaptation.

Key aspects are the identification of service modules and interfaces in a multi‐actor service offering setting and the providing of adequate resources for the design phase of the customized service project. This is essential in order to be able to simultaneously respond to customer specific needs and to reduce the number of existing technologies and overlapping functionalities, seemingly contra dictionary aims.

Findings of the paper offer significant theoretical and managerial implications for the design and production of complex business services.

Interorganisational buyer‐seller relationships have been primarily studied from the perspective of relationship development and the benefits accrued from relationships. There is a lack of research concerning problems with relationships and relationship dissolution. The dissolution of a business relationship can be either desirable, freeing badly deployed resources, as indicated by the customer portfolio approach, or harmful, involving costly legal disputes and the loss of company reputation. By employing a theory‐driven case study approach we examine the exit strategies available for the disengager in dissolving interorganisational buyer‐seller relationships. We show that the quality of dissolution is affected by the disengager’s choice of exit strategy. Managerial suggestions are provided for achieving “beautiful exits”, i.e. such communication strategies which minimise damages of the dissolution to the disengager, the other party, and the connected business network.

The study aims to explore what kind of roles major system suppliers may have for their business customers, what factors may change the supplier's role for the customer during the relationship, and to analyze how the system supplier can manage his roles for the customer.

The paper provides a multi‐company, international case study.

The study identifies three roles for system suppliers: equipment/material supplier, solution provider, and performance provider. The potential role the supplier may try to achieve is suggested to depend on the knowledge gap between the supplier and the customer, and on the strategies they adopt. The supplier can maintain and extend his role for the customer though carefully coordinated and integrated, proactive actions.

The developed structures on business dynamics need more empirical evidence, especially in terms of longitudinal analyses.

The models give various tools for top executives in industrial companies to develop more interactive and profitable customer relationships.

The developed frameworks provide an articulated theory of the creation and implementation of the system supplier's business strategy.

Discusses a new tool for quantitative marketing research‐ conjoint measurement, although developed for psychometric research this technique has numerous possibilities outside this area. Emphasises marketing planning involves the integration of often conflicting goals and a balance must be sought between objectives such as market share, profit, sales growth percentage, return on investment and retail coverage. Tries to bridge an information gap by presenting essentials of conjoint measurement in fairly non‐technical terms. Introduces some of the concepts that underlie the use of conjoint measurement, the method is then described in brief. Differing steps of the research design are presented in a more detailed manner. Illustrates the potential of conjoint measurement for marketing measurement by way of an application to the market for colour televisions. Finally discusses the advantage of conjoint measurement and its limitations are summarised. Concludes that conjoint measurement will enjoy more popularity in the future.

This paper seeks to explore how market orientation facilitates the strategic flexibility of business models grounded in open innovation. The authors suggest that the new paradigm of open innovation may impact a firm's adaptability and responsiveness under conditions of environmental flux. However, extending innovation capacity by opening the innovation process poses major challenges for firms. The aims of this study are to explore the characteristics of open innovation activity and to contemplate the role of strategic flexibility in the design of business models based upon open innovation.

The study draws upon a qualitative research approach through a longitudinal case study in the field of open source software (OSS). The empirical case illustrates how an OSS firm utilizes signals in its environment to flexibly alter its business model.

A business model that embodies open innovation raises dilemmas between open and closed innovation paradigms. However, the authors' case highlights that an ambidextrous approach that combines market orientation with the principles of open innovation increases profitability, shortens time to market through effective market access, and enhances innovation capability.

The results have profound implications for industrial marketers, managers, management consultants and business educators. They can use the insights gleaned from this research to guide the development of business models that involve open innovation. The results indicate that firms involved in open innovation need reactive strategic flexibility to cope with the environmental diversity and variability. However, this study analyzes a single case in the field of OSS and one should be cautious when generalizing the findings.

This paper improves the understanding of the relationship between flexibility and market orientation. It combines two areas that have previously been discussed separately, i.e. market orientation and open innovation.

This paper aims to examine the multiplicity of norms in inter‐company cooperation in the context of an SME export group. It will show that the strategic interests of the parties call for more diversity in norms than that identified in existing studies on relational exchange.

This is a qualitative longitudinal case study of a group of five firms. The theory of relational exchange served as the basis for analysis, interpretation, and context of the research findings.

This study shows that both relational and discrete norms are necessary for cooperative groups. Furthermore, the paper argues that companies in cooperation have a shared need to retain a certain degree of independence and to develop normative expectations for autonomy while cooperating. Consequently, it suggests a new category of norms: “norms of moderated autonomy”.

The findings are based on limited case material. Thus, future study is required to examine the validity of the suggestions and their applicability in the context of larger companies.

The study suggests that the parties need to be explicit with their interests that form the basis for the emergence of cooperative norms, and to acknowledge the contingent and conflicting nature of these different normative expectations.

The research focuses on the overlooked topic of the independence and maintenance of autonomy in business cooperation. By proposing a new category of norms of moderated autonomy, the study expands the seminal theory of relational contract.