Social media marketing assimilation in B2B firms: An integrative framework of antecedents and consequences

Abstract

Previous studies have addressed social media adoption in business-to-business (B2B) contexts, but limited research has focused on understanding social media marketing assimilation in the B2B context. Using an integrative model, this study examines how top management participation influences the assimilation of social media in the key marketing areas of product development, pricing decision-making, channel management, and promotion. Furthermore, it examines the resulting impact of these assimilations on B2B firms' performance, particularly in respect of sales performance and relationship development. The study also examines the moderating impact of absorptive capacity on top management participation in the assimilation processes. The findings reveal that top management participation strongly influences social media assimilation into marketing functions. However, the impact of social media assimilation on B2B firms' performance is varied. While assimilation for channel management positively impacts both sales performance and relationship development, assimilation for product development is only positively related to relationship development. Conversely, assimilation into the functions of pricing decisions and promotion activities shows no significant impact on either sales performance or relationship development. Finally, absorptive capacity positively moderates top management participation in social media assimilation into all key marketing functions except one. The theoretical and managerial implications of these findings are discussed.