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The purpose of this paper is to contribute to the elevation of the business-to-business (B2B) marketing field at the business school level.

The study follows a Delphi method. The authors conducted two rounds of discovery to answer: why do you think universities do not highly appreciate publications in Industrial Marketing Management, Journal of Business and Industrial Marketing or Journal of Business-to-Business Marketing? What would you suggest for improving the impact of such journals not only in the USA but around the world?

Through the analysis of the coding transcript, four categories were found to elevate the B2B marketing field at the business school level: B2B as uncommon ground, B2B researcher practices, marketing science underpinnings and B2B marketing journals management.

The value of current research is based on its explorative nature and application of grounded theory to provide a framework to analyze how to elevate the B2B marketing field at the business school level.

Marketing literature, while acknowledging the relevance of organizational learning for a better market understanding, has shown remarkably little effort to develop a framework for organizational wisdom (OW). A learning organization becomes wiser through time. Knowledge acquisition and exploitation are the foundation for differentiation between firms and sustain value creation. Therefore, this paper aims to integrate OW with previously validated marketing concepts in a broader nomological network.

The authors review extant literature associated to OW and offer a theoretical model to clarify the conceptual domain of this construct.

This study develops the theory of OW, arguing that when a firm clusters a specific set of knowledge dynamically through time, the organization reaches a level of exceptional understanding about the market and improves the judgment and communication of decision-making. Moreover, this study partializes the effect of the market orientation construct through its components for better outcomes in the value innovation process.

Based on the theoretical support, therefore, the authors provide a framework identifying the properties of OW, as well as the antecedents (a set of organizational knowledge) and consequences of OW (innovation and marketing capabilities development), specifying the moderation role of the marketing function influence.

This paper aims to explore the possible scenarios after a failed reverse auction to continue a current buyer–seller relationship.

The authors developed a further understanding of reverse auctions through the examination of a longitudinal case study in the mining industry based on grounded theory.

The study indicates that losing a reverse auction is not a death sentence for the current supplier. Four factors influence the potential scenarios: buyer factors, supplier factors, buyer–seller factors and contextual factors. If the overall evaluation favors the current buyer–seller relationship, the supplier can continue the business interaction by full renegotiation or discrete step-by-step reconsideration. Conversely, the buyer–seller relationship would reach a state of dissolution.

This manuscript contributes to the understanding of reverse auction, an under-researched theme in organizational buying behavior theory. This paper is the first attempt to link buyer–seller relationship dissolution and reverse auctions. The authors suggest that more academic endeavors are needed to study online reverse auctions.

The purpose of this study is to examine predicted business-to-business (B2B) marketing capabilities for the next three to five years by companies in advanced, emerging and developing economies.

The authors identify the prevalent marketing capabilities in industrial companies operating in an advanced economy (USA), two emerging economies (Chile and Peru) and one developing economy (Bolivia), consolidating the themes in firms’ orientations. The study offers a taxonomy of the marketing role in different stages as per country development.

Qualitative approach based on grounded theory.

This manuscript contributes to the understanding of B2B marketing across different levels of market development. The authors offer theoretical and practical implications regarding the paradigms reigning the role of marketing. The coding scheme emerging from the data illustrates how companies and markets evolve in a two-way interaction.

This paper aims to evaluate the behavior of micro and macro business networks in a trade show context. The following questions are addressed: How do business networks impact organizational learning at trade shows? Can relational ties between networks influence organizational learning? Does trust play a role between different network types and organizational learning?

The theoretical framework for this research is based on the broad spectrum of social exchange theory (Cropanzano and Mitchell, 2005; Foa and Foa, 1974, 1980; Kelley and Thibault, 1978; Kelley, 1997). Social exchange theory has several different interpretations; one common view of this theory involves a series of interactions that result in obligations for the participating members (Emerson, 1976; Cropanzano and Mitchell, 2005). This model extends the Levin and Cross (2004) model presented in their article, “strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer”.

This paper is a review and synthesis of trade show, trust, organizational learning and business network literature. This conceptual paper concludes with eight propositions, which delve into connections between micro and macro networks, strong and weak ties in these networks and the effect on organizational learning. Trust is the mediating variable between networks and organizational learning. High levels of trust could change the learning approach (adaptive, generative or transformative) of the different networks.

The propositions integrate extant research on trade shows and will guide future research regarding the relationship between types of business networks, trust and organizational learning.

This conceptual paper looks at trade shows from a network perspective; specifically, how do trade show networks impact organizational learning. Trade show participation results in different approaches to organizational learning, which can be modified based on the level of trust that exists between network members. Trade show participation enables both adaptive and generative learning. However, atypical interactions between business networks occasionally produce transformative learning.

This conceptual paper offers an innovative approach to trade show research by analyzing the relationship between trade shows and organizational learning from a network perspective, using trust as the mediating variable.

The purpose of this paper is to propose a new salesperson valuation model. This paper presents a calculation method for estimating both the individual lifetime value of a salesperson and the sales force equity.

This is a conceptual paper supported by a case study.

The authors contribute to the literature by operationalizing the salesperson lifetime value concept and introducing new important aspects in comparison with previous discussions, including peer effect, recruitment/hiring cost and termination costs.

This manuscript theoretically and practically contributes to personnel value management in the organization and sales force financial control. The authors introduce peer effects, hiring/recruitment costs and termination costs, which are missing as a set in previous research. In addition, this paper offers a simple but robust model to practitioners’ use.