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In order to deepen understanding of team processes in dynamic organizational contexts, we suggest that analyses employing techniques to identify and analyze team member interaction patterns and trajectories are necessary. After presenting a brief review of interaction data coding and reliability requirements, we first review examples of two approaches used in the identification and analysis of interaction patterns in teams: lag sequential analysis and T-pattern analysis. We then describe and discuss three statistical techniques used to analyze team interaction trajectories: random coefficient modeling, latent growth modeling, and discontinuous growth analysis. We close by suggesting several ways in which these techniques could be applied to data analysis in order to expand our knowledge of team interaction, processes, and outcomes in complex and dynamic settings.

The prestigious policy advisor, World Economic Forum (WEF), underlines that “governments, businesses and civil society organisations” must find “new ways of tackling the systemic risks that affect us all”. Paradoxically, policy’s and politicians’ great trust in the basic forces of the business world is accompanied with a disinterest in how they are captured in analytical approaches. The purpose of this paper is to discuss what consequences different approaches to interaction present for policy attempts to use business forces to achieve change.

The discussion of theoretical approaches available for policy aiming to use the basic forces of business exchange for efficiency, innovation and industrial/societal renewal in specific directions is designed as follows: The authors identify two main choices of dimensions in the conceptualisation of business exchange, based on the acknowledgement of thin or thick interactions. The authors discuss how these are related to how interaction patterns appear in empirical studies of exchange. Based on the identification of conceptualisations and empirical findings, the authors discuss the ability for the public sphere to use the basic characteristics of business exchange to cope with societal challenges.

Research experiences on thick interaction and its consequences, that businesses and their input and output are interdependent, systemic and promote certain development paths, are largely ignored in approaches used in policy circles. Instead, policy advisors’ and policy commissioners’ understanding of business interaction patterns is coloured by mainstream economies assumption of thin interaction. The content and function of the market as depicted in this tradition are within EU, the basic foundation for legal regulations and limitations of businesses interaction patterns. Simply put, actors as well as the activities and resources that they are related to are approached as independent.

This paper is focussed on the conceptual underpinnings of contemporary policy advices and commissions. This paper does not investigate deviations from these advices and commission made by policy practitioners on a local level

The message given by theoretical approaches recognising thick interaction is that the thicker it is, the more intervening, broader and more differentiated the policy tools and measures have to be. But that also puts high demands on policy actors on all levels to have both general and specific knowledge about thick interaction patterns. However, given the big challenges the society is facing, increased speed of change and, above all, increased influence over the direction of change are needed.

WEF recognises the systemic features of the contemporary challenges to society with climate change in the foreground, and it stresses the need for finding new ways for public bodies and private businesses to cooperate to solve this. This implies the need to consider what theoretical approaches that should guide policy advice and measures. Hence, there is a need for the use of more sophisticated analytical approaches to the collective level, instead of those relying on that the interaction pattern of the business world is thin, straightforward and easy manageable.

This paper takes a novel approach to policy advice and policy commissions through focussing on what kind of theoretical concepts and approaches that actually are available for policy advisors and policy commissioners interested in using the basic forces of business exchange to increase efficiency and innovation in the public setting in general and furthermore to solve specific problems and to create new, specific development paths. Hence, both approaches adopted and neglected by policy are considered.

The purpose of this paper is to develop theory on effective buyer‐seller interaction for different types of business services. A classification of business services which identifies four service types based on how they are used by the buying company is used.

Propositions based on earlier work in this area and validate these empirically by studying interaction in nine ongoing service exchanges at two different buying companies are developed.

For the three service types that could be identified in the case companies, the extent to which companies display a pattern of interaction that is in line with the proposed pattern has a positive effect on service exchange success has been largely found. Some aspects of the proposed patterns, however, seem less critical for success than others, leading to minor revisions in the effective patterns of interaction.

The main limitation of this study is that only the interaction patterns for three of the four service types could be empirically validated in this paper. Further studies, exclusively aimed at testing the effectiveness of the revised interaction patterns, need to encompass all four service types.

The research eventually holds valuable implications for buying firms regarding the explicit and effective differentiation in interacting with their external service providers. Conversely, service providers should think about how their customers use their service to involve the appropriate seller representatives and address the right issues in the ongoing interaction.

The paper contributes to the body of knowledge in operations management by focusing on the design and management of a series of service encounters in business‐to‐business relationships. It is a first step towards empirical validation in an area with scant theoretical development.

This study aims to explore the use of a Computer‐mediated Communication (CMC) system in‐group conflict management, with specific attention directed toward analyzing the task effect on conflict management patterns of groups in CMC interaction.

Two tasks are used in experimental design to analyze interactions and conflict management patterns within e‐mail communication environment. Group composition and communication medium were kept constant. The group working relations coding system (GWRCS) was used to examine group interaction patterns that characterize the conflict management process.

The results demonstrate that task type influences the group conflict management process and the extent to which a group employs different levels of confrontiveness strategy in its interaction and conflict management patterns. Specifically, intellective task conflict is best handled by a high confrontiveness while cognitive task conflict is best handled by a moderate confrontiveness strategy.

The study used small group size and did not take into account variation in group size. Thus, the degree to which a larger size groups might affect the results is unknown. The study showed that group effectiveness requires different conflict management and interaction patterns for different tasks even within the same communication medium.

The study outlined the importance of task types in conflict management within the same group and within the same communication technology. It also stressed the fact that individuals apply technology differently to negotiate conflict based on tasks.

One of the most salient contemporary societal trends is the increasing amount of public–private collaborations. In spite of the increasing awareness of the need to scrutinise the promises of public–private partnership (PPP), there is an important but seldom-asked question: How does the assumed interaction pattern behind PPP correspond with the interaction pattern appearing in empirical studies of the content of business exchange? The purpose of this paper is to shed light on the discrepancy between the expected and actual pattern of interactions in PPPs.

The paper presents a specific PPP concerning the construction of a Nya Karolinska (NKS) hospital building, which ended up as an economic and functional disaster. With an interactive approach as point of departure (Håkansson et al. 2009; Waluszewski, Håkansson, Snehota, 2017), this paper investigates a) the interaction pattern of the business landscape expected by policy/politicians in the NKS construction case and b) how the assumed interaction pattern appears in relation to the interaction pattern of the business landscape outlined in empirical studies of exchange, in the business landscape in general and of the construction setting in particular.

Given that the public side is neglecting the interactivity and interdependency of the private business setting, the disappointment with the NKS PPP project does not appear as an odd deviation. Rather, as a natural consequence of a public side expecting autonomous actors able to deliver innovation, quality and cost control just because they are exposed to competitive forces – but in reality interfacing with private actors which interests are directed to interdependent investments in place; own and related suppliers’.

The investigation of the political expectations behind the NKS PPP case was concentrated on two types of data. Original reports expressing the political view of the interaction pattern of the private setting have been used. Four published studies focussing on different aspects of the NKS process, which discuss the political view of the private setting, was also used.

Be it private–private or public–private, to be beneficial for both sides of the exchange interface, both sides have to engage in the exchange – with representatives with knowledge and experiences of all direct and indirect related social and material resources that will be affected. The need to mobilise and involve representatives with extensive experiences of specific resource combinations of both sides of the exchange interface; the public as well as the private, does not disappear simply because it is assumed away.

The competitive forces of the private setting are by politicians and policy assumed to function in an automatic way; breeding cost efficiency, quality and innovation. Furthermore, there is also an assumption of speed and ease of change. With the trust in these characteristic sof the private setting at hand, politicians have a “cart blanche” to withdraw from direct involvement in the creation of producer-user interfaces.

The paper underlines that as soon as the public-private exchange concerns goods that cannot be transformed to or treated as homogeneous ‘commodities’, as most often is the case of in this type of processes, there are reasons to be extremely careful in the design of the interaction interface. There are differences both in resource and activity structures between the two sides of the exchange interface and these differences have to be actively dealt with.

The purpose of this paper is to introduce a conceptual framework to assist members of an inter-company structure in understanding the partner company's interest in interacting and advancing toward a learning organization.

The paper provides a framework outlining the differing patterns of interaction between the two separate organizations and describes how each of the differing interactions should be used to align the learning system. Without understanding the 4 Cs from the side of both companies, the interaction may misalign, and the shared vision of learning may fail.

In order to best ensure consistency in knowledge sharing across the organizations, the L&D practitioner in conjunction with the sales and marketing arm of the organization should examine the interactions and identify the patterns of interaction before developing a learning system engaging the partner organization.

Managing the patterns of interaction through an understanding of the 4 Cs allows the organizations to quickly understand why learning systems are failing and where conflicts may arise.

The paper offers a conceptual framework for senior managers to consider when they enter into an inter-company interaction. The example is set in a wholesale distributor model; however, the framework can provide the L&D professionals areas into which they can expand traditional learning environments when working across company boundaries.

This paper aims to presents Real-time Usage Mining (RUM), an approach that exploits the rich information provided by client logs to support the construction of adaptive Web applications. The main goal of RUM is to provide useful information about the behavior of users that are currently browsing a Web application. By consuming this information, the application is able to adapt its user interface in real-time to enhance the user experience. RUM provides two types of services as follows: support for the detection of struggling users; and user profiling based on the detection of behavior patterns.

RUM leverages the previous study on usability evaluation to provide a service that evaluates the usability of tasks performed by users while they browse applications. This evaluation is based on a metric that allows the detection of struggling users, making it possible to identify these users as soon as few logs from their interaction are processed. RUM also exploits log mining techniques to detect usage patterns, which are then associated with user profiles previously defined by the application specialist. After associating usage patterns to user profiles, RUM is able to classify users as they browse applications, allowing the application developer to tailor the user interface according to the users’ needs and preferences.

The proposed approach was exploited to improve user experience in real-world Web applications. Experiments showed that RUM was effective to provide support for struggling users to complete tasks. Moreover, it was also effective to detect usage patterns and associate them with user profiles.

Although the literature reports studies that explore client logs to support both the detection of struggling users and the user profiling based on usage patterns, no existing solutions provide support for detecting users from specific profiles or struggling users, in real-time, while they are browsing Web applications. RUM also provides a toolkit that allows the approach to be easily deployed in any Web application.

This paper aims to introduce the concept of business paradigm to conceptualize and explain differences in business interaction patterns in the IMP research.

The concept of the interaction and the concepts related to and driven from it describe the business at both a general level. At the same time, the IMP points out the uniqueness of business interactions. This paper addresses the specific lies between the general and the particular by referring to various patterns of interactions. To close that gap, this paper implies the Kuhnian philosophy of science to conceptualize the business paradigm.

The business paradigm is a socially constructed collective term. It simultaneously captures the cognitive (what business is and what rules it has) and social (business community) dimensions of the actor’s behavior and actions. It has two interdependent dimensions: cognitive and social. It determines how the actors view and do business, and it explains the variations of interactions.

Not applicable as it is a conceptual paper.

Not applicable as it is a conceptual paper.

Not applicable as it is a conceptual paper.

The concept of the business paradigm is a theoretical extension of the IMP actor’s theory. The dimensions of the business paradigm capture the psychological and sociological characteristics of the business actor. The business paradigm application provides an opportunity to find that business can be different because actors in various communities have various views on what business is and how it should be properly run. Adding the business paradigm concept to the IMP theory implies strengthening the theory explanation power because the interaction explains the business’s general characteristics. The business relationship explains the business’s unique features, and the business paradigm explains the various interaction patterns.

The purpose of this paper is to explore current marketing communication mixes (MCMs) in two industries, electronics home appliance stores (face-to-face interaction) and remote care (interface-mediated interaction), to propose marketing strategies from the perspective of service design and determine the relationships between service interaction patterns and MCMs in the pre-service phase.

Six industry experts in marketing were interviewed through semi-structured interviews, the topic of which focused on the details of five MCMs and their correlations were analyzed using a customer journey maps. Finally, the MCMs were further explored to verify differences in attractiveness to customers, respectively.

The result showed that the most attractive activity for the electronics home appliance stores customer is the promotion. And the four face-to-face service interaction patterns and MCMs exhibited a low correlation. In addition, the customers of remote care service argued that the personnel selling was the most attractive MCMs to them. For customers who utilize smart devices to communicate with advertisement exhibited the highest correlation coefficient.

The limitation of this study is that the research only conducts interview research on two service industries.

This study was expected to develop improved marketing communication strategies to remedy the sales predicament induced by virtual channels and to increase people’s acceptance of remote care service.

The value of this paper is to analyze the correlation and difference of MCMs and service interaction patterns between electronics home appliance stores and remote care, and propose a structural model of MCMs for two different industries.

This paper is a study of competitive and cooperative interactions among members of a competitive industry group. There are few strategic, tactical or market moves that do not affect competition in any industry. Competitive and cooperative interactions among competitive firms are studied to determine how the reactions of competitors to an initiator of an action cause convergent or divergent patterns. It is hypothesized that the patterns, or cycles, of competitive and cooperative interactions are a function of complexity of the interaction cycle, degree of offensiveness of participants’ moves, action reversibility, previous interaction experience, interaction cycle visibility and response time. An empirical test of the hypothesis revealed that the two most strongly supported hypotheses were: interaction cycle complexity increases the likelihood of interaction cycle convergence, and interaction cycle visibility increases the likelihood of interaction cycle divergence.