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Computer-mediated knowledge transfer has been at the forefront of consultancy research. The underlying idea is that individual knowledge can be externalized into disembodied symbols and codes, which can then be disseminated and accessed electronically within and across organizations. Although the process of externalization and transfer of knowledge has been investigated from various theoretical perspectives (positivism, social constructionism, pluralism), little research has addressed the role of cognition in computer-mediated knowledge transfer. Based on a case study within an international technical consulting firm, we argue that the success or failure of computer-mediated knowledge transfer is influenced to a large degree by embodied mental frames, social networks, and individuals’ creative and explanatory use of artifacts in real-world situations.

Researchers within the business‐to‐business relationship literature have argued that the loyalty concept is only partially understood, and, consequently, call for an increased attention to identify the interaction needs of the customers as well as customers’ perception of the relationship. Further investigates this empirically, through in‐depth interviews, the mental models of tradesmen, a defined segment within the small business sector, and identifies the presence of a unique sub‐cultural ethos among them. The ethos is based on unique values, morals, and way of life, and contrasts the purely utilitarian approach to understanding key criteria in emerging business‐to‐business relationships. Based on these findings suggests that current business‐to‐business relationship models are inadequate and need to include more of a consumer behavior, value‐driven focus. Suggests that this segment is located between and betwixt the business‐to‐business and the consumer markets as both utilitarian‐driven (brand trust) and symbolic/value‐driven (brand affect) criteria are necessary for establishing long‐term relationships. Suggests that investigating the role of brand affect may shed further light upon the presence or absence of loyalty within the business‐to business markets.