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Nordin, Fredrik, ProfessorORCID iD iconorcid.org/0000-0002-9912-2424
Alternative names
Publications (10 of 43) Show all publications
Nordin, F. & Ravald, A. (2023). The making of marketing decisions in modern marketing environments. Journal of Business Research, 162, Article ID 113872.
Open this publication in new window or tab >>The making of marketing decisions in modern marketing environments
2023 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 162, article id 113872Article in journal (Refereed) Published
Abstract [en]

Currently, marketing is undergoing a major shift driven by environmental disruptions and advances in marketing technologies. This shift has implications for marketing decision-making. However, research on how marketing managers navigate modern marketing environments' complex, volatile, and data-intensive nature is limited. This study addresses this gap by qualitatively analyzing marketing managers' decision-making processes in 15 companies. Using the naturalistic decision-making approach and the situative perspective on cognition and action as theoretical lenses, we identify three key characteristics of decision-making in modern marketing environments-namely, agility, inventiveness, and reflexiveness. Our findings provide empirically grounded insights into the cognitive and behavioral processes involved in marketing decision-making and contribute to a deeper understanding of how managers navigate-and respond to-modern marketing environments' challenges.

Keywords
Decision-making, Managerial, Modern marketing environments, Situated cognition, Naturalistic decision-making
National Category
Business Administration
Identifiers
urn:nbn:se:su:diva-217012 (URN)10.1016/j.jbusres.2023.113872 (DOI)000967025100001 ()2-s2.0-85151076478 (Scopus ID)
Available from: 2023-05-15 Created: 2023-05-15 Last updated: 2023-05-15Bibliographically approved
Yakhlef, A. & Nordin, F. (2021). Effects of firm presence in customer-owned touch points: A self-determination perspective. Journal of Business Research, 130, 473-481
Open this publication in new window or tab >>Effects of firm presence in customer-owned touch points: A self-determination perspective
2021 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 130, p. 473-481Article in journal (Refereed) Published
Abstract [en]

Customer-owned touch points have emerged as a central context for customers to consume, contribute, and create content while interacting with one another on social media. Research on how firms’ attempts to intervene in such forums affect customers’ experience supremacy is still in its infancy. This study attempts to address this limitation, suggesting a framework for understanding firms’ impact on customer experience in customer-owned forums. Towards this aim, we adopt self-determination theory as a theoretical lens, and, empirically draw on interview material gleaned from customer-owned touch point users. The results show that companies’ attempt to control the discussions in such forums may have a negative impact on customers' experiences when it undermines their sense of autonomy, relatedness, and competence. However, firms’ intervention is welcome when the intention is to add value, enabling customers to retain or enhance their feeling of self-efficacy and social esteem.

Keywords
Customer-owned touch points, Customer engagement, Customer experience, Self-determination theory
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:su:diva-179785 (URN)10.1016/j.jbusres.2019.12.044 (DOI)000648658800014 ()
Available from: 2020-03-06 Created: 2020-03-06 Last updated: 2022-02-26Bibliographically approved
Nordin, F. & Lindbergh, J. (2019). Foreign market learning: an integrative model of its antecedents, processes and outcomes. Journal of business & industrial marketing, 34(6), 1248-1258
Open this publication in new window or tab >>Foreign market learning: an integrative model of its antecedents, processes and outcomes
2019 (English)In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 34, no 6, p. 1248-1258Article, review/survey (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to offer an integrative model of foreign market learning, including different learning processes, antecedents and outcomes. Design/methodology/approach - The paper makes a critical review of the relevant literature, drawing on a keywords-based search of three major databases and a range of other published work for a broader perspective on the subject. Findings - The resulting integrative model shows in a number of ways how companies can learn and benefit from differences in foreign markets and what results this can lead to. Research limitations/implications - The sample of subject-specific contributions to the literature may have been insufficient, and a wider selection of keywords to identify them might have captured a richer variety of concepts and opinions. Originality/value - The integrative model contributes to the literature on foreign market learning and innovation and serves as a basis for future studies and current management strategy.

Keywords
Differences, Learning, International business, Distance, Foreignness
National Category
Economics and Business
Identifiers
urn:nbn:se:su:diva-175909 (URN)10.1108/JBIM-12-2018-0398 (DOI)000490465000010 ()
Available from: 2019-11-22 Created: 2019-11-22 Last updated: 2022-02-26Bibliographically approved
Kumar, N., Yakhlef, A. & Nordin, F. (2019). Validation of organizational innovation as a creative learning process. Journal of business & industrial marketing, 34(3), 643-650
Open this publication in new window or tab >>Validation of organizational innovation as a creative learning process
2019 (English)In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 34, no 3, p. 643-650Article in journal (Refereed) Published
Abstract [en]

Purpose: Previous studies on innovation tend to view innovation as consisting of a creative phase of novel and useful ideas, and a non-creative, or at least a less creative phase, as this considered to be the mere implementation and validation of the initially created ideas. In contrast, this paper aims to stress on the significance of the process of validating a new idea as being a creative, learning, exploratory process that shapes the degree of novelty of the innovation as a whole.

Design/methodology/approach: In driving this argument, this study deductively builds on a theoretical pre-understanding derived from extant literature related to management innovation and organizational legitimacy, and inductively draws on information gleaned from three in-depth case studies.

Findings: The study shows that the validation phase in the innovation process is a creative process, rather than just being a set of activities that relate to the mere execution of the created ideas. Viewing the validation process as an exploratory search for new knowledge, this study establishes a relationship between the form of knowledge mobilized, vertically within an organization or horizontally from outside, and the form of legitimation required. Validation based on internally generated knowledge is effective in terms of achieving pragmatic (efficiency-driven) objectives. Inter-organizational knowledge inflows are associated with cognitive legitimacy – a form of legitimacy that leads to changes in the stakeholders’ beliefs about a the product. In contradistinction, horizontal, socio–cultural inflows of knowledge are likely to improve on the product itself, thereby generating more traction for validation.

Research limitations/implications: This research is based on data collected from three firms only.

Practical implications: The idea developed here can provide business organizations a better understanding of the validation process of management innovations. This study suggests that successful innovation often requires managers to be prepared to seek knowledge beyond the confines of their own organizations.

Originality/value: This study contributes in three ways: it submits that there is a dynamic interplay between the moments of creation and validation, which is largely shaped by the novelty of the mobilized knowledge, depending on whether it is internal top–down or external horizontal; relatedly, the effectiveness of validation is shaped by the novelty of the knowledge garnered to justify the initial ideas; and the present paper has extended Suchman’s (1995) framework by linking the effectiveness of the various forms of legitimacy to the source of knowledge mobilized in the validation process.

Keywords
Innovation, Change agent, Legitimacy, Validation of management innovation
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:su:diva-161800 (URN)10.1108/JBIM-02-2017-0026 (DOI)000463897400010 ()
Available from: 2018-11-06 Created: 2018-11-06 Last updated: 2022-02-26Bibliographically approved
Nussipova, G., Nordin, F. & Sörhammar, D. (2019). Value formation with immersive technologies: an activity perspective. Journal of business & industrial marketing, 35(3), 483-494
Open this publication in new window or tab >>Value formation with immersive technologies: an activity perspective
2019 (English)In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 35, no 3, p. 483-494Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to contribute a framework that explains how value is formed during the usage of immersive technologies in industrial contexts.

Design/methodology/approach - Drawing on activity theory and a customer-dominant logic, the authors tentatively develop an activity-centric framework for value formation enabled by physical and mental activities conducted by users of immersive technologies. The authors evaluate the framework through a case study focusing on the use of virtual reality (VR) in an industrial setting.

Findings - The findings from the case study illustrate the tentative framework and specify how it is enacted by users in the studied context through three physical activities constituted by a set of actions and reflected in five emotional responses.

Research limitations/implications - Both researchers and practitioners may use the framework presented in this paper as a guide for further academic and practical developments concerning the value of immersive technologies such as VR and augmented reality.

Originality/value - The activity-centric framework contributes a novel perspective to the literature on value formation enabled by immersive technologies.

Keywords
Customer activity, Virtual reality, Customer-dominant logic, Augmented reality, Immersive technologies, Value-formation
National Category
Economics and Business
Identifiers
urn:nbn:se:su:diva-181398 (URN)10.1108/JBIM-12-2018-0407 (DOI)000524849900001 ()
Available from: 2020-05-05 Created: 2020-05-05 Last updated: 2023-08-29Bibliographically approved
Nordin, F., Ravald, A. & Viio, P. (2018). Making marketing decisions in turbulent business contexts. In: María L. Martín-Peña, José L. Ruiz-Alba (Ed.), Conference Proceedings (extended abstracts) of 23rd International Conference CBIM2018: Sustainable Business Models: Integrating Employees, Customers and Technology. Paper presented at 2018 CBIM International Conference, Sustainable Business Models: Integrating Employees, Customers and Technology, Madrid, Spain, 18-20 June, 2018 (pp. 53-57).
Open this publication in new window or tab >>Making marketing decisions in turbulent business contexts
2018 (English)In: Conference Proceedings (extended abstracts) of 23rd International Conference CBIM2018: Sustainable Business Models: Integrating Employees, Customers and Technology / [ed] María L. Martín-Peña, José L. Ruiz-Alba, 2018, p. 53-57Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Most, if not all, business contexts today are characterised by rapid change due to emerging technologies and macro-level disruptions. This makes decision making inherently challenging as increasingly complex issues need to be addressed and made sense of, often based on insufficient information and under time constraints. Although there is notable research on decision making in fast-moving markets (e.g., Eisenhardt, 1989), research with empirical grounds providing a real-world understanding (Basel & Brühl 2013) is scarce. We propose that there is a need for further research on how decision-making procedures and procedures align with different decision contexts. This knowledge gap is also addressed by Wierenga (2011), proposing more research on the determinants, outcomes, and conditions of decision-making processes in marketing. The purpose of this paper is to address this in gap in marketing theory, both in terms of better understanding how managers make sense of marketing problems in turbulent business contexts and what strategies they apply when making marketing decisions. We develop a conceptual model and provide empirically based propositions for how and why certain types decision processes (characterised by, e.g., their pace and nature) are adopted in specific decision contexts (with different problem structures, problem complexity, and problem context). Our specific focus is on marketing decisions in turbulent contexts where new business fields are emerging or where present business fields are disrupted. Such contexts are characterised by a lack of clear market structures and by high uncertainty concerning both the technological solutions and the potential key actors, their resources, and contributions (Nordin et al, 2017). Few research efforts have examined managerial marketing decisions in such contexts. A notable exception is provided by Yang and Gabrielsson (2017), 54 focusing on decision-making by entrepreneurs. Whereas they use effectuation theory (Sarasvathy, 2001) as the theoretical basis, we draw upon the problem-solving literature (e.g., Jonassen, 2000) and the behavioural aspects of decision making (Wierenga 2011, Basel & Brühl 2013). Thereby we contribute a novel perspective to this research area.

Keywords
decision-making, turbulence, marketing
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:su:diva-157904 (URN)
Conference
2018 CBIM International Conference, Sustainable Business Models: Integrating Employees, Customers and Technology, Madrid, Spain, 18-20 June, 2018
Available from: 2018-06-27 Created: 2018-06-27 Last updated: 2022-02-26Bibliographically approved
Nordin, F., Ravald, A., Möller, K. & Mohr, J. J. (2018). Network management in emergent high-tech business contexts: Critical capabilities and activities. Industrial Marketing Management, 74, 89-101
Open this publication in new window or tab >>Network management in emergent high-tech business contexts: Critical capabilities and activities
2018 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 74, p. 89-101Article in journal (Refereed) Published
Abstract [en]

Due to their inherent uncertainty, emerging high-tech business fields require a unique set of network management capabilities. Drawing from the dynamic capabilities literature and the networking capability literature, we develop a framework for network management in such environments. The framework consists of three interrelated capabilities context handling, network construction, and network position consolidation. A longitudinal case study of a start-up company in the smart energy sector validates and provides an illustrative understanding of the three capabilities. The findings identify how they are enacted through a portfolio of activities, providing a microfoundational insight into how a focal actor in an entrepreneurial and explorative manner navigates and manages a business field in the making. Our research contributes a novel conceptualization of network management capabilities with an explicit focus on attracting, establishing and managing relationships in the complex and uncertain environment of emerging high-tech fields. In addition, our research offers guidance to managers with respect to the capabilities they need to galvanize and coalesce actors in an emerging business network.

Keywords
Network management, Network capabilities, Disruptive innovation, Turbulence, High-tech, Emerging business field
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:su:diva-152976 (URN)10.1016/j.indmarman.2017.09.024 (DOI)000449894200008 ()
Available from: 2018-02-14 Created: 2018-02-14 Last updated: 2022-02-28Bibliographically approved
Viio, P. & Nordin, F. (2017). Double-Loop Sales Adaptation: A Conceptual Model and an Empirical Investigation. Journal of Business-to-Business Marketing, 24(2), 123-137
Open this publication in new window or tab >>Double-Loop Sales Adaptation: A Conceptual Model and an Empirical Investigation
2017 (English)In: Journal of Business-to-Business Marketing, ISSN 1051-712X, E-ISSN 1547-0628, Vol. 24, no 2, p. 123-137Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this article is to conceptualize and discuss the phenomenon of a double-loop sales adaptation in sales and its practical application. The resultant framework is developed from existing academic literature on adaptation in sales and marketing and inspired by the concept of double-loop learning.Methodology/approach: The study adopted an abductive approach, iterating between the empirical world of two service firms and the theoretical world. The developed framework is refined with interview-based feedback from key informants in business-to-business organizations.Findings: This article develops a framework for double-loop sales adaptation, which combines adaptations of selling behavior with a sales mindset.Contribution: Although previous research recognizes adaptation as a central aspect of relationships, the link between adaptation and sales mindset has arguably been inadequate in the literature. Accordingly, this study focuses on sales adaptation occurring at the two levels of behavior and mindset.Implications for practice: The proposed framework provides sales practitioners with a model for adaptation in their customer relationships. By distinguishing between two sorts of adaptation, managers can optimize resource allocation to both benefit the company and strengthen the relationship among parties.

Keywords
business-to-business, double-loop adaptation, sales adaptation, sales management, sales mindset, selling behavior
National Category
Economics and Business
Identifiers
urn:nbn:se:su:diva-145293 (URN)10.1080/1051712X.2017.1313673 (DOI)000403823900003 ()
Available from: 2017-07-25 Created: 2017-07-25 Last updated: 2022-02-28Bibliographically approved
Andéhn, M., Nordin, F. & Nilsson, M. E. (2016). Facets of country image and brand equity: Revisiting the role of product categories in country-of-origin effect research. Journal of Consumer Behaviour, 15(3), 225-238
Open this publication in new window or tab >>Facets of country image and brand equity: Revisiting the role of product categories in country-of-origin effect research
2016 (English)In: Journal of Consumer Behaviour, ISSN 1472-0817, E-ISSN 1479-1838, Vol. 15, no 3, p. 225-238Article in journal (Refereed) Published
Abstract [en]

The country-of-origin effect is a topic central to the field of international marketing. Country of origin has been found to exert a particularly potent effect on consumer evaluation in situations where there is a strong link between a country and a particular product category. The present study provides further insight into how this particular effect can be understood. Drawing on a novel conceptualization of how country image and product categories interact, this study tested the relative evaluative relevance of product category with respect to estimates of brand equity across a variety of product categories. The findings suggest that facets of a country's image that are more closely related to the evaluation situation exert a greater influence on the evaluation of brands. This result encourages scholars as well as practitioners to re-evaluate which situations might cause the country of origin effect to hold managerial relevance and paves the way for new paths toward a more comprehensive understanding of the effect. 

Keywords
country of origin, country image, brand equity, product category
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:su:diva-122416 (URN)10.1002/cb.1550 (DOI)000374702800004 ()
Available from: 2015-10-30 Created: 2015-10-30 Last updated: 2022-02-23Bibliographically approved
Kumar, N., Nordin, F. & Yakhlef, A. (2016). Managerial Innovation Process: Antecedents, Activities, and Outcomes. In: Proceedings: . Paper presented at 2016 CBIM Academic Workshop, Bilbao, Spain, June 29-July 1, 2016.
Open this publication in new window or tab >>Managerial Innovation Process: Antecedents, Activities, and Outcomes
2016 (English)In: Proceedings, 2016Conference paper, Published paper (Refereed)
National Category
Business Administration
Research subject
Business Administration
Identifiers
urn:nbn:se:su:diva-140980 (URN)
Conference
2016 CBIM Academic Workshop, Bilbao, Spain, June 29-July 1, 2016
Note

These Workshop Proceedings are a collection of abstracts and working papers, i.e., manuscript versions of academic articles still incomplete or in progress. They are offered here in the interests of acknowledging authorship to the Scientific and Organizing committees of this Academic Workshop, and promoting a constructive debate during the event.

Available from: 2017-03-27 Created: 2017-03-27 Last updated: 2022-02-28Bibliographically approved
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ORCID iD: ORCID iD iconorcid.org/0000-0002-9912-2424

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