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  • 1.
    Fang, Tony
    Institute of International Business (IIB), Stockholm School of Economics, Stockholm, Sweden.
    Culture as a driving force for interfirm adaptation: A Chinese case2001Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 30, nr 1, s. 51-63Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    The concept of interfirm adaptation is a critical component in the IMP (industrial marketing and purchasing) paradigm. The existing wisdom points to the “five metaphors” (investment, decision making, political process, learning, and evolution) as the cognitive map for understanding the mechanisms of interfirm adaptations. This article, however, reveals that culture can be a significant force driving interfirm adaptations. An empirical case of a Chinese shipyard negotiating large shipbuilding projects with Scandinavian ship owner and classification society is used to illustrate the role that culture plays in interfirm adaptations. The article concludes by suggesting adding a new metaphor—the culture metaphor—to the list of the metaphors to better understand the workings of interfirm adaptation in business relationships.

  • 2. Frösén, Johanna
    et al.
    Jaakkola, Matti
    Churakova, Iya
    Tikkanen, Henrikki
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen, Marknadsföring. Aalto University School of Business, Finland.
    Effective forms of market orientation across the business cycle: A longitudinal analysis of business-to-business firms2016Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 52, s. 91-99Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Macroeconomic developments, such as the business cycle, have a remarkable influence on firms and their perfor- mance. In business-to-business (B-to-B) markets characterized by a strong emphasis on long-term customer relationships, market orientation (MO) provides a particularly important safeguard for firms against fluctuating market forces. Using panel data from an economic upturn and downturn, we examine the effectiveness of differ- ent forms of MO (i.e., customer orientation, competitor orientation, interfunctional coordination, and their combinations) on firm performance in B-to-B firms. Our findings suggest that the impact of MO increases espe- cially during a downturn, with interfunctional coordination clearly boosting firm performance and, conversely, competitor orientation becoming even detrimental. The findings further indicate that both the role of MO and its most effective forms vary across industry sectors, MO having a particularly strong impact on performance among B-to-B service firms. The findings of our study provide guidelines for executives to better manage perfor- mance across the business cycle and tailor their investments in MO more effectively, according to the firm's specific industry sector. 

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  • 3.
    Gummesson, Evert
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    2B or not 2B: That is the question2011Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 40, nr 2, s. 190-192Artikel i tidskrift (Refereegranskat)
  • 4. Jaakkola, Matti
    et al.
    Frösén, Johanna
    Tikkanen, Henrikki
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen, Marknadsföring. Aalto University School of Business, Finland.
    Various forms of value-based selling capability — Commentary on “Value-Based Selling: An Organizational Capability Perspective”2015Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 45, s. 113-114Artikel i tidskrift (Övrigt vetenskapligt)
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  • 5.
    Kumar, Nishant
    et al.
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen, Marknadsföring.
    Yakhlef, Ali
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen, Marknadsföring.
    Managing business-to-business relationships under conditions of employee attrition: A transparency approach2016Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 56, s. 143-155Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Client-contact employee attrition can negatively affect client-supplier relationships, a problem all the more obvious within the knowledge-intensive service industry in which the untimely loss of employees adversely affects client relationships. From the client's perspective, employee attrition increases uncertainty over the perceived quality of service and results in the loss of valuable tacit knowledge from the provider. Drawing on case study materials, this paper seeks to develop a framework for understanding how firms can successfully manage client relationships despite threats of employee attrition. This paper suggests that relationship transparency based on the active transfer of information, knowledge retention and sharing, the implementation of succession plans, and timely intervention by the management, can reduce clients' perceived uncertainty, thereby fortifying a trusted relationship with their provider. This study offers a transparency-based conceptual framework that contributes to the business-to-business relationship literature within the knowledge-intensive service industry and discusses managerial implications.

  • 6.
    Nordin, Fredrik
    Stockholm School of Economics.
    Identifying intraorganisational and interorganisational alliance conflicts - a longitudinal study of an alliance pilot project in the high technology industry :  2006Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 35, nr 2, s. 116-127Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    The extant literature on alliances tends to neglect the effects of intraorganisational relationships within each alliance partner on the implementation of the alliance. To address this gap, this paper investigates both interorganisational and intraorganisational conflicts occurring during the implementation of a service alliance and aims at developing categories of conflicts as well as analysing how these conflict categories affect the implementation of the alliance. Thus, the overall purpose is to contribute to our understanding of implementation issues in alliances for the delivery of services. In order to do so, one case of a high-technology alliance has been studied longitudinally, with the researcher acting as a participant observer. Three interrelated categories of conflicts are developed through an analysis of the data: 1) the scope of the alliance, 2) the customer relationship, and 3) the implementation process. One important conclusion of this study is that the perspectives of several of the stakeholders, including the customers indirectly involved in the alliance, should be included when implementing service alliances.

  • 7.
    Nordin, Fredrik
    et al.
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen, Marknadsföring.
    Ravald, Annika
    Möller, Kristian
    Mohr, Jakki J.
    Network management in emergent high-tech business contexts: Critical capabilities and activities2018Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 74, s. 89-101Artikel i tidskrift (Refereegranskat)
    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.

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  • 8. Tronvoll, Bård
    et al.
    Sklyar, Alexey
    Sörhammar, David
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    Kowalkowski, Christian
    Transformational shifts through digital servitization2020Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 89, s. 293-305Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Manufacturers increasingly look to digitalization to drive service growth. However, success is far from guaranteed, and many firms focus too much on technology. Adopting a discovery-oriented, theories-in-use approach, this study examines the strategic organizational shifts that underpin digital servitization. Notwithstanding strong managerial and academic interest, this link between digitalization and servitization is still under-investigated. Depth interviews with senior executives and managers from a global market leader revealed that to achieve digital service-led growth, a firm and its network need to make three interconnected shifts: (1) from planning to discovery, (2) from scarcity to abundance, and (3) from hierarchy to partnership. Organizational identity, dematerialization, and collaboration play a key role in this transformation. For managers, the study identifies a comprehensive set of strategic change initiatives needed to ensure successful digital servitization.

  • 9. Tóth, Zsofia
    et al.
    Sklyar, Alexey
    Kowalkowski, Christian
    Sörhammar, David
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    Tronvoll, Bård
    Wirths, Oliver
    Tensions in digital servitization through a paradox lens2022Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 102, s. 438-450Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Two of the most disruptive changes in today's business markets are servitization and digitalization. Their increasing convergence into digital servitization leads to tensions both within and between organizations. The authors investigate such intra- and interorganizational tensions by applying a paradox theory lens. The study draws on 56 depth interviews and multiple site visits from two cases in the aerospace and maritime industries. Linked to the paradoxes of organizing, learning, belonging, and performing, eight tensions emerge from the findings. The intra-organizational tensions include digitally enabled control, digital upkeep, professional identity, and performance priorities. In turn, the interorganizational tensions comprise platform-based coopetition, information superabundance, organizational identity, and data utilization. For practitioners working with digital services, this study suggests an audit of tensions to inform continued formulations of a mitigation strategy.

  • 10. Viio, Paul
    et al.
    Nordin, Fredrik
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen, Marknadsföring.
    When does implementation of relationship orientation in new product launch matter?2015Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 45, s. 47-48Artikel i tidskrift (Övrigt vetenskapligt)
    Abstract [en]

    Relationships have been a central theme in marketing for a long time, both for academics and practitioners. Matikainen, Terho, Matikainen, Parvinen, and Juppo (2015--this issue)contribute to this area by investigating how relationship orientation (RO) adopted by the sales force in their activities influences the launch of the product and whether the product is accepted by the customer. While this fundamental idea is very much in line with what has been presented in other articles (see, e.g., Cooper, 1998, Di Benedetto, 1999, Hultink and Atuahene-Gima, 2000 and Langerak et al., 2004), their focus is more specific and their hypotheses are tested empirically. In short, they conclude that a firm's RO, which is operationalized through the activities related to sales force management (SFM) and relationship leveraging (RL), positively relates to customer acceptance (CA) and success in new product launch (NPL). The article thus contributes with interesting new knowledge, but also raises some questions and ideas for future research. While we agree with the central ideas in the article, we also wonder when the results are valid, e.g., in which industries and market conditions, and how the RO can be applied more specifically in sales. Hence, in the following commentary we discuss their framework in terms of its relevancy in various contexts and the more concrete application of it. Avenues for further research are also suggested.

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1 - 10 av 10
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