Pub Date : 2019-08-15DOI: 10.1108/s1069-0964201926
Houcine Akrout
New Insights on Trust in Business-to-Business Relationships provides readers with advanced original insights on trust antecedents, processes and consequences within the B2B marketing context and offers practical tools alongside suggestions for future research.
{"title":"New Insights on Trust in Business-to-Business Relationships","authors":"Houcine Akrout","doi":"10.1108/s1069-0964201926","DOIUrl":"https://doi.org/10.1108/s1069-0964201926","url":null,"abstract":"New Insights on Trust in Business-to-Business Relationships provides readers with advanced original insights on trust antecedents, processes and consequences within the B2B marketing context and offers practical tools alongside suggestions for future research.","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127913212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-12DOI: 10.1108/S1069-096420160000024003
A. Woodside, Xin Xia, J. Crotts, J. C. Clement
Abstract The study here helps to fill the gap between the current practices of management performance audits for firms and government agencies. The study advances recent theories of program evaluation and marketing management auditing. While the application in this chapter refers to government agencies managing destination marketing programs (tourism agencies), the algorithmic model construction is applicable for all management audits. The study applies the perspectives from two streams of theory to describe five relevant activities for managing destination marketing programs: scanning, planning, implementation, assessing, and administering. The analysis proposes impact assessments to improve management performances of DMOs via checklists for assessing the quality of information in tourism-management performance audits. Checklists can serve as a management tool by management performance auditors and by DMO executives to enhance the quality in executing destination marketing programs. A meta-evaluation of 10 tourism management audit reports identifies good and bad practices. The findings indicate that substantial improvements are possible in the practice of DMO’s management performance auditing, and the proposed checklist may ensure both high quality performance audit reports and improved performances in DMO practices.
{"title":"Best and Worst Practices in Management Performance Audits: Constructing and Testing an Algorithmic Model","authors":"A. Woodside, Xin Xia, J. Crotts, J. C. Clement","doi":"10.1108/S1069-096420160000024003","DOIUrl":"https://doi.org/10.1108/S1069-096420160000024003","url":null,"abstract":"Abstract \u0000The study here helps to fill the gap between the current practices of management performance audits for firms and government agencies. The study advances recent theories of program evaluation and marketing management auditing. While the application in this chapter refers to government agencies managing destination marketing programs (tourism agencies), the algorithmic model construction is applicable for all management audits. The study applies the perspectives from two streams of theory to describe five relevant activities for managing destination marketing programs: scanning, planning, implementation, assessing, and administering. The analysis proposes impact assessments to improve management performances of DMOs via checklists for assessing the quality of information in tourism-management performance audits. Checklists can serve as a management tool by management performance auditors and by DMO executives to enhance the quality in executing destination marketing programs. A meta-evaluation of 10 tourism management audit reports identifies good and bad practices. The findings indicate that substantial improvements are possible in the practice of DMO’s management performance auditing, and the proposed checklist may ensure both high quality performance audit reports and improved performances in DMO practices.","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117186004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2014-08-27DOI: 10.1108/S1069-096420140000021010
S. Purchase, Sara Denize, D. Olaru
Abstract This chapter outlines a method for developing simulation code from case-based data using narrative sequence analysis. This analytical method allows researchers to systematically specify the ‘real-world’ behaviours and causal mechanisms that describe the research problem and translate this mechanism into simulation code. An illustrative example of the process used for code development from case-based data is detailed using a well-documented case of photovoltaic innovation. Narrative sequence analysis is used to analyse case data. Micro-sequences are identified and simplified. Each micro-sequence is presented first in pseudo-code and then in simulation code. This chapter demonstrates the coding process using Netlogo code. Narrative sequence analysis provides a rigorous and systematic approach to identifying the underlying mechanisms to be described when building simulation models. This analytical technique also provides necessary and sufficient information to write simulation code. This chapter addresses a current gap in the methodology literature by including case data within agent-based model building processes. It benefits B2B marketing researchers by outlining guiding processes and principles in the use of case-based data to build simulation models.
{"title":"Using case-based research for agent-based modelling","authors":"S. Purchase, Sara Denize, D. Olaru","doi":"10.1108/S1069-096420140000021010","DOIUrl":"https://doi.org/10.1108/S1069-096420140000021010","url":null,"abstract":"Abstract \u0000This chapter outlines a method for developing simulation code from case-based data using narrative sequence analysis. This analytical method allows researchers to systematically specify the ‘real-world’ behaviours and causal mechanisms that describe the research problem and translate this mechanism into simulation code. An illustrative example of the process used for code development from case-based data is detailed using a well-documented case of photovoltaic innovation. Narrative sequence analysis is used to analyse case data. Micro-sequences are identified and simplified. Each micro-sequence is presented first in pseudo-code and then in simulation code. This chapter demonstrates the coding process using Netlogo code. Narrative sequence analysis provides a rigorous and systematic approach to identifying the underlying mechanisms to be described when building simulation models. This analytical technique also provides necessary and sufficient information to write simulation code. This chapter addresses a current gap in the methodology literature by including case data within agent-based model building processes. It benefits B2B marketing researchers by outlining guiding processes and principles in the use of case-based data to build simulation models.","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133301306","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2014-08-27DOI: 10.1108/S1069-096420140000021012
A. Woodside
Abstract The general theory of behavioral strategies includes a set of propositions supporting alternative configurations of objectives, contextual features, and beliefs/assessments by executives. The theory includes the outcomes of selections of specific decision alternatives. Building behavioral-strategy models in contexts enriches one or more goals of science and practice: description, understanding, prediction, and influence/control. This chapter is a primer to the general theory. A brief review of relevant empirical studies supports the general theory. The empirical studies include the use of alternative data collection and analytically tools including true field experiments, think aloud methods, long interviews, statistical hypothesis testing, ethnographic decision tree modeling, and building and testing algorithms (e.g., qualitative comparative analysis, QCA). The general theory is the blending of cognitive science, economics, marketing, psychology, and implemented practices in explicit contexts. Consequently, behavioral-strategy theory is distinct from context-free microeconomics, market-driven, and competitor-only decision-making. Capturing and reporting contextually driven alternative routines to strategy setting by a compelling set of propositions represents what is particularly new and valuable about the general theory. The general theory serves as a useful foundation for advances theory and improving the practice of implemented strategies.
{"title":"A primer to the general theory of behavioral strategies in business-to-business marketing","authors":"A. Woodside","doi":"10.1108/S1069-096420140000021012","DOIUrl":"https://doi.org/10.1108/S1069-096420140000021012","url":null,"abstract":"Abstract \u0000The general theory of behavioral strategies includes a set of propositions supporting alternative configurations of objectives, contextual features, and beliefs/assessments by executives. The theory includes the outcomes of selections of specific decision alternatives. Building behavioral-strategy models in contexts enriches one or more goals of science and practice: description, understanding, prediction, and influence/control. This chapter is a primer to the general theory. A brief review of relevant empirical studies supports the general theory. The empirical studies include the use of alternative data collection and analytically tools including true field experiments, think aloud methods, long interviews, statistical hypothesis testing, ethnographic decision tree modeling, and building and testing algorithms (e.g., qualitative comparative analysis, QCA). The general theory is the blending of cognitive science, economics, marketing, psychology, and implemented practices in explicit contexts. Consequently, behavioral-strategy theory is distinct from context-free microeconomics, market-driven, and competitor-only decision-making. Capturing and reporting contextually driven alternative routines to strategy setting by a compelling set of propositions represents what is particularly new and valuable about the general theory. The general theory serves as a useful foundation for advances theory and improving the practice of implemented strategies.","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125036666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-04-16DOI: 10.1108/S1069-0964(2012)0000018018
A. Woodside, Hugh Pattinson, D. Montgomery
This chapter documents the contributions in the business-to-business (B2B) marketing–buying literature that focus on implemented strategies in specific contexts. Research on implemented strategies often includes thick descriptions of how things actually get done over a period of weeks, months, or years including how decision makers make sense of situations, go about processing information, make choices, interact with other decision makers, participate in specific actions, and interpret events and outcomes. Research on implemented strategies favors “direct research” (Mintzberg, 1979) that includes multiple face-to-face interviews of the same and different participants in B2B processes over the course of days, week, months, or years. Direct research is inherently inductive theory-building and case-based data driven in its theory-empirical approach. Direct research includes applying a number of possible research methods and results in a number of advances in B2B implemented-strategy-in-context theory.
{"title":"Implemented strategies in business-to-business contexts","authors":"A. Woodside, Hugh Pattinson, D. Montgomery","doi":"10.1108/S1069-0964(2012)0000018018","DOIUrl":"https://doi.org/10.1108/S1069-0964(2012)0000018018","url":null,"abstract":"This chapter documents the contributions in the business-to-business (B2B) marketing–buying literature that focus on implemented strategies in specific contexts. Research on implemented strategies often includes thick descriptions of how things actually get done over a period of weeks, months, or years including how decision makers make sense of situations, go about processing information, make choices, interact with other decision makers, participate in specific actions, and interpret events and outcomes. Research on implemented strategies favors “direct research” (Mintzberg, 1979) that includes multiple face-to-face interviews of the same and different participants in B2B processes over the course of days, week, months, or years. Direct research is inherently inductive theory-building and case-based data driven in its theory-empirical approach. Direct research includes applying a number of possible research methods and results in a number of advances in B2B implemented-strategy-in-context theory.","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115108007","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-11-01DOI: 10.1016/S1069-0964(08)14008-X
E. Baraldi, Torkel Strömsten
{"title":"Configurations and control of resource interfaces in industrial networks","authors":"E. Baraldi, Torkel Strömsten","doi":"10.1016/S1069-0964(08)14008-X","DOIUrl":"https://doi.org/10.1016/S1069-0964(08)14008-X","url":null,"abstract":"","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114450161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-02-02DOI: 10.1016/S1069-0964(00)09005-0
T. Damgaard, P. Freytag, Per Darmer
{"title":"Qualitative methods in business studies","authors":"T. Damgaard, P. Freytag, Per Darmer","doi":"10.1016/S1069-0964(00)09005-0","DOIUrl":"https://doi.org/10.1016/S1069-0964(00)09005-0","url":null,"abstract":"","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133252930","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1016/S1069-0964(04)13002-0
M. Forbord
{"title":"CO-CREATING SUCCESSFUL NEW INDUSTRIAL NETWORKS AND PRODUCTS","authors":"M. Forbord","doi":"10.1016/S1069-0964(04)13002-0","DOIUrl":"https://doi.org/10.1016/S1069-0964(04)13002-0","url":null,"abstract":"","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"91 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121497897","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1016/S1069-0964(04)13004-4
P. Suomala
{"title":"LIFE CYCLE PERSPECTIVE IN THE MEASUREMENT OF NEW PRODUCT DEVELOPMENT PERFORMANCE","authors":"P. Suomala","doi":"10.1016/S1069-0964(04)13004-4","DOIUrl":"https://doi.org/10.1016/S1069-0964(04)13004-4","url":null,"abstract":"","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121644409","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1016/S1069-0964(04)13003-2
Ricardo Madureira
{"title":"The Role of Personal Contacts of Foreign Subsidiary Managers in the Coordination of Industrial Multinationals","authors":"Ricardo Madureira","doi":"10.1016/S1069-0964(04)13003-2","DOIUrl":"https://doi.org/10.1016/S1069-0964(04)13003-2","url":null,"abstract":"","PeriodicalId":222006,"journal":{"name":"Advances in Business Marketing and Purchasing","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131663938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：