Pub Date : 2022-04-03DOI: 10.1080/1051712X.2022.2068820
K. Westbrook, R. M. Peterson
ABSTRACT Purpose Servant leadership has been tested as having a positive impact on employee self-efficacy which has been tested in the marketing literature within a service-delivery context. To date, there are no studies testing the Servant Leadership → Self-Efficacy path leading to salesperson job satisfaction, sales performance, and turnover intentions within a B2B context. The purpose of this study is to assess whether servant leadership has a direct relationship on salesperson self-efficacy (positive), job satisfaction (positive), performance (positive) and turnover intentions (negative). Second, the intent is to test whether servant leadership indirectly affects turnover intentions through self-efficacy, job satisfaction and performance as single and serial mediated paths. Finally, the study tests whether gender, firm size and job demands as challenge and hindrance stressors serve to moderate these hypothesized paths. Method Data was gathered over a 10-day period using an online survey from a survey panel of U.S. sales professionals who sell products and services to businesses within their sales role. The data was approximately evenly split between females and males and between smaller firms (less than 250 employees) and larger companies (more than 250 employees). The authors used Hayes Process Model 4 to test the hypothesized relationships. Findings Key results in this study suggest that servant leadership has a direct impact on salesperson job satisfaction (positive), self-efficacy (positive), and turnover intentions (negative), but fails to influence salesperson performance directly. Further, salesperson job satisfaction directly decreases turnover intentions; performance directly increases turnover intentions; but self-efficacy fails to have a direct impact on turnover intentions. Servant leadership has a direct impact on turnover intentions and indirect influence through job satisfaction (single mediator) and through self-efficacy, job satisfaction, and performance as serially mediated paths (Self-Efficacy → Job Satisfaction and Self-Efficacy → Performance). One significant finding is that servant leadership fails to directly influence salesperson performance suggesting that self-efficacy may exhibit suppressing the effects on Servant Leadership → Salesperson Performance path. Finally, the results indicate that gender (binary) and firm size (< 250 employees and > 250 employees) fail to serve as moderators on the proposed paths. However, servant leadership behaviors buffer the effects of challenge and hindrance stressors at low and moderate levels, but fail to have a buffering effect at high levels of challenge and hindrance stressors. Implications This study confirms that sales managers should consider adopting servant leadership to raise salesperson job satisfaction to aid in retaining sales talent (lower turnover intentions). Furthermore, sales managers who adopt servant leadership behaviors raise salesperson self-efficacy, which is a
{"title":"Servant Leadership Effects on Salesperson Self-Efficacy, Performance, Job Satisfaction, and Turnover Intentions","authors":"K. Westbrook, R. M. Peterson","doi":"10.1080/1051712X.2022.2068820","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2068820","url":null,"abstract":"ABSTRACT Purpose Servant leadership has been tested as having a positive impact on employee self-efficacy which has been tested in the marketing literature within a service-delivery context. To date, there are no studies testing the Servant Leadership → Self-Efficacy path leading to salesperson job satisfaction, sales performance, and turnover intentions within a B2B context. The purpose of this study is to assess whether servant leadership has a direct relationship on salesperson self-efficacy (positive), job satisfaction (positive), performance (positive) and turnover intentions (negative). Second, the intent is to test whether servant leadership indirectly affects turnover intentions through self-efficacy, job satisfaction and performance as single and serial mediated paths. Finally, the study tests whether gender, firm size and job demands as challenge and hindrance stressors serve to moderate these hypothesized paths. Method Data was gathered over a 10-day period using an online survey from a survey panel of U.S. sales professionals who sell products and services to businesses within their sales role. The data was approximately evenly split between females and males and between smaller firms (less than 250 employees) and larger companies (more than 250 employees). The authors used Hayes Process Model 4 to test the hypothesized relationships. Findings Key results in this study suggest that servant leadership has a direct impact on salesperson job satisfaction (positive), self-efficacy (positive), and turnover intentions (negative), but fails to influence salesperson performance directly. Further, salesperson job satisfaction directly decreases turnover intentions; performance directly increases turnover intentions; but self-efficacy fails to have a direct impact on turnover intentions. Servant leadership has a direct impact on turnover intentions and indirect influence through job satisfaction (single mediator) and through self-efficacy, job satisfaction, and performance as serially mediated paths (Self-Efficacy → Job Satisfaction and Self-Efficacy → Performance). One significant finding is that servant leadership fails to directly influence salesperson performance suggesting that self-efficacy may exhibit suppressing the effects on Servant Leadership → Salesperson Performance path. Finally, the results indicate that gender (binary) and firm size (< 250 employees and > 250 employees) fail to serve as moderators on the proposed paths. However, servant leadership behaviors buffer the effects of challenge and hindrance stressors at low and moderate levels, but fail to have a buffering effect at high levels of challenge and hindrance stressors. Implications This study confirms that sales managers should consider adopting servant leadership to raise salesperson job satisfaction to aid in retaining sales talent (lower turnover intentions). Furthermore, sales managers who adopt servant leadership behaviors raise salesperson self-efficacy, which is a","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"153 - 175"},"PeriodicalIF":1.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49275202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-31DOI: 10.1080/1051712X.2022.2058545
Megan C. Good, C. H. Schwepker
ABSTRACT Purpose The premise of this article is to investigate the role of neutralization techniques by business-to-business salespeople as they influence ethical views and impact unethical behaviors, performance, and relationships. Research has previously noted the prevalence and impacts of excuse-making by individuals. Identified as neutralization techniques, these practices have been linked to salespeople in both academic and practitioner literature, but remain chiefly unexplored in terms of impacts on individual outcome measures. Methodology The data used in this research are from a sample of 240 business-to-business salespeople collected electronically by using the online platform of a national data broker. A scenario presented a typical sales activity previously determined to be unethical. The salespeople were asked to evaluate the level of harm (Moral Intensity) of an activity described in a scenario and indicate their agreement/disagreement with possible justifications (Neutralization techniques). The two most common types are denial of injury where the accused claims there is no harm resulting from the unethical act and appeal to higher loyalties which involves the unethical actor claiming the unethical behavior was committed on behalf of loyalty to some other party, rather than the norms guiding expected ethical behavior. Self-reports were made about their ethical/unethical behaviors, relationship quality with customers and estimates of their performance in their sales position. All constructs as shown in the Figure were combined in a structural equation model. SPSS/Amos software was used to conduct multivariate analysis. Confirmatory factor analysis was used to assess the measurement properties of each construct, while structural equation modeling was applied to evaluate the hypothesized relationships. Findings Moral intensity was found to directly reduce unethical behaviors as moderated by neutralization techniques (excuses). Unethical behaviors were negatively related to relationship quality and value enhancing behavior performance. The results from this study lend credence to ethical decision-making models and serve to extend our understanding of them, specifically as applied to business-to-business salespeople. In particular, we learn more about the role of neutralization techniques in affecting the ethical decision-making of salespeople. In terms of the theoretical contribution, this study explores a seller’s perspective of moral intensity, neutralization techniques, and important sales behaviors and outcomes to extend findings reported in previous studies. Previous research suggests that unethical behaviors by salespeople can negatively impact both their performance in creating customer value and the quality of their customer relationships. This study extends previous research as to how neutralization techniques may work in this process and relate salesperson unethical behavior negatively to relationship quality among a broader s
{"title":"Stop making excuses: reducing unethical behavior and improving performance and relationship quality","authors":"Megan C. Good, C. H. Schwepker","doi":"10.1080/1051712X.2022.2058545","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2058545","url":null,"abstract":"ABSTRACT Purpose The premise of this article is to investigate the role of neutralization techniques by business-to-business salespeople as they influence ethical views and impact unethical behaviors, performance, and relationships. Research has previously noted the prevalence and impacts of excuse-making by individuals. Identified as neutralization techniques, these practices have been linked to salespeople in both academic and practitioner literature, but remain chiefly unexplored in terms of impacts on individual outcome measures. Methodology The data used in this research are from a sample of 240 business-to-business salespeople collected electronically by using the online platform of a national data broker. A scenario presented a typical sales activity previously determined to be unethical. The salespeople were asked to evaluate the level of harm (Moral Intensity) of an activity described in a scenario and indicate their agreement/disagreement with possible justifications (Neutralization techniques). The two most common types are denial of injury where the accused claims there is no harm resulting from the unethical act and appeal to higher loyalties which involves the unethical actor claiming the unethical behavior was committed on behalf of loyalty to some other party, rather than the norms guiding expected ethical behavior. Self-reports were made about their ethical/unethical behaviors, relationship quality with customers and estimates of their performance in their sales position. All constructs as shown in the Figure were combined in a structural equation model. SPSS/Amos software was used to conduct multivariate analysis. Confirmatory factor analysis was used to assess the measurement properties of each construct, while structural equation modeling was applied to evaluate the hypothesized relationships. Findings Moral intensity was found to directly reduce unethical behaviors as moderated by neutralization techniques (excuses). Unethical behaviors were negatively related to relationship quality and value enhancing behavior performance. The results from this study lend credence to ethical decision-making models and serve to extend our understanding of them, specifically as applied to business-to-business salespeople. In particular, we learn more about the role of neutralization techniques in affecting the ethical decision-making of salespeople. In terms of the theoretical contribution, this study explores a seller’s perspective of moral intensity, neutralization techniques, and important sales behaviors and outcomes to extend findings reported in previous studies. Previous research suggests that unethical behaviors by salespeople can negatively impact both their performance in creating customer value and the quality of their customer relationships. This study extends previous research as to how neutralization techniques may work in this process and relate salesperson unethical behavior negatively to relationship quality among a broader s","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"177 - 196"},"PeriodicalIF":1.4,"publicationDate":"2022-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47284399","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-30DOI: 10.1080/1051712X.2022.2058540
N. Venkateswaran
ABSTRACT Purpose This practitioner note proposed a consulting service quality model based on service process, which contains four dimensions: potential service capability (PoSC), process service capability (PrSC), situational interaction capability (SIC), and service outcomes (SO). The four dimensions were transformed from INDSERV scale which was specialized for B-to-B service. Methodology The research design used in this practitioner note is descriptive. Very simple normalization methods were used for calculations. The internal relationships among them were tested by the analysis of a convenient sample of 263 management consulting customers in India. Constructs validity was tested applying Bartlett’s Test of Sphericity and the Kaiser-Mayer-Olkin (KMO) measure of sampling adequacy analyzing the strength of association among variables. The KMO measure of sampling adequacy was first computed to determine the suitability of using factor analysis. Confirmatory Factor Analysis (CFA) also used to estimate uni-dimensionality of selected variables. Findings Among all the significant variables in this practitioner note, several results are found: (a) PoSC has a profound impact on PrSC and SIC, especially on SIC. (b) SIC is a support for PrSC. (c) PrSC has significant positive impact on SO. For consulting firms, playing a good role in problem diagnosis, design optimization, and project control level, copy writing quality and other aspects will greatly improve the level of service quality. Research Implications The research aims, scope and objectives of this study is too broadly. It can be narrowed so that the level of focus of the study may be increased in near future. This study is targeted to only specific set of management consulting firms Practical Implications Theoretically, results from this practitioner note will contribute to service quality assessment for B-to-B companies. INDSERV is a promising advance in measuring customer service, and modeling customer service as a process allows more complex and interesting model generation. Originality This practitioner note build a unique services quality model of management consulting based INDSERV scale. Based on causal and structural modeling of the service process, managers can allocate resources across the system to B-to-B service aspects based on relative changes in customers’ feedback on them. Modeling customer service in this way allows more complex and interesting model generation. INDSERV scale appropriately confirm that the items are phrased in a meaningful manner for consulting management industry.
{"title":"A Process-Based Framework for B-to-B Service Quality: A Practitioner Note of Management Consulting Service","authors":"N. Venkateswaran","doi":"10.1080/1051712X.2022.2058540","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2058540","url":null,"abstract":"ABSTRACT Purpose This practitioner note proposed a consulting service quality model based on service process, which contains four dimensions: potential service capability (PoSC), process service capability (PrSC), situational interaction capability (SIC), and service outcomes (SO). The four dimensions were transformed from INDSERV scale which was specialized for B-to-B service. Methodology The research design used in this practitioner note is descriptive. Very simple normalization methods were used for calculations. The internal relationships among them were tested by the analysis of a convenient sample of 263 management consulting customers in India. Constructs validity was tested applying Bartlett’s Test of Sphericity and the Kaiser-Mayer-Olkin (KMO) measure of sampling adequacy analyzing the strength of association among variables. The KMO measure of sampling adequacy was first computed to determine the suitability of using factor analysis. Confirmatory Factor Analysis (CFA) also used to estimate uni-dimensionality of selected variables. Findings Among all the significant variables in this practitioner note, several results are found: (a) PoSC has a profound impact on PrSC and SIC, especially on SIC. (b) SIC is a support for PrSC. (c) PrSC has significant positive impact on SO. For consulting firms, playing a good role in problem diagnosis, design optimization, and project control level, copy writing quality and other aspects will greatly improve the level of service quality. Research Implications The research aims, scope and objectives of this study is too broadly. It can be narrowed so that the level of focus of the study may be increased in near future. This study is targeted to only specific set of management consulting firms Practical Implications Theoretically, results from this practitioner note will contribute to service quality assessment for B-to-B companies. INDSERV is a promising advance in measuring customer service, and modeling customer service as a process allows more complex and interesting model generation. Originality This practitioner note build a unique services quality model of management consulting based INDSERV scale. Based on causal and structural modeling of the service process, managers can allocate resources across the system to B-to-B service aspects based on relative changes in customers’ feedback on them. Modeling customer service in this way allows more complex and interesting model generation. INDSERV scale appropriately confirm that the items are phrased in a meaningful manner for consulting management industry.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"211 - 219"},"PeriodicalIF":1.4,"publicationDate":"2022-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43389326","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-30DOI: 10.1080/1051712X.2022.2051833
G. Nussipova
ABSTRACT Purpose Although the literature acknowledges the importance of value proposition change, existing research on how the value proposition can change remains relatively limited. The aim of the study was to develop a framework to explore how the value proposition evolves over time in the case of emerging technologies. Methodology/approach Based on a single case and a processual approach, the longitudinal research design tracks changes in the value proposition over a 25-year period. Findings The study provides a nuanced account of how framing of the value proposition shifted from vision to network and finally to usage through synergetic relationships with customers as the firm moved from startup to IPO and ultimately to public company. On this view, the value proposition emerges as a dynamic communication process that reduces customer uncertainty about the value of new technologies, leveraging company’s resources and competencies. Research implications The findings confirm that value proposition change can be understood as a dynamic communication process that can reduce uncertainty about new technologies and highlights the role of vision in guiding the overall evolution of the value proposition over time, including networking and usage. Practical implications The study confirms the importance of reframing the value proposition over time to address customer uncertainty about the value of new technologies, enabling companies to influence expectations by making certain benefits salient. The study also confirms the importance of adopting a proactive approach to value proposition change. Originality The study’s primary contribution is the development of a framework for exploring value proposition change in emerging technologies in terms of three distinct frames: vision, network, and usage.
{"title":"Framing Changes of the Value Proposition of Emerging Technologies in a B2B Context","authors":"G. Nussipova","doi":"10.1080/1051712X.2022.2051833","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2051833","url":null,"abstract":"ABSTRACT Purpose Although the literature acknowledges the importance of value proposition change, existing research on how the value proposition can change remains relatively limited. The aim of the study was to develop a framework to explore how the value proposition evolves over time in the case of emerging technologies. Methodology/approach Based on a single case and a processual approach, the longitudinal research design tracks changes in the value proposition over a 25-year period. Findings The study provides a nuanced account of how framing of the value proposition shifted from vision to network and finally to usage through synergetic relationships with customers as the firm moved from startup to IPO and ultimately to public company. On this view, the value proposition emerges as a dynamic communication process that reduces customer uncertainty about the value of new technologies, leveraging company’s resources and competencies. Research implications The findings confirm that value proposition change can be understood as a dynamic communication process that can reduce uncertainty about new technologies and highlights the role of vision in guiding the overall evolution of the value proposition over time, including networking and usage. Practical implications The study confirms the importance of reframing the value proposition over time to address customer uncertainty about the value of new technologies, enabling companies to influence expectations by making certain benefits salient. The study also confirms the importance of adopting a proactive approach to value proposition change. Originality The study’s primary contribution is the development of a framework for exploring value proposition change in emerging technologies in terms of three distinct frames: vision, network, and usage.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"99 - 118"},"PeriodicalIF":1.4,"publicationDate":"2022-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46099584","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-30DOI: 10.1080/1051712X.2022.2058543
Theresa Eriksson
ABSTRACT Purpose Providing B2B marketing with insights into the nascently explored generalized social exchange dimension paying it forward. Marketing is an ongoing exchange relationship of particular significance in the B2B context, where exchanges often are indirect. Therefore, understanding the generalized exchange mechanism paying it forward is important in order to derive value from it, both as a manager of marketing teams (intra-firm) and as a participant in inter-firm exchange relationships. Methodology/Approach By reviewing extant research, this conceptual paper provides a synthesis of paying it forward exchange, how it occurs and can be encouraged in the inter- and intra-firm B2B marketing contexts and proposes a researchable and practically applicable framework, as well as a series of researchable propositions. Findings Founded on the understanding that paying it forward is an extra-role behavior (i.e., not defined by a job description or contract) that occurs both within and between firms, this work presents a conceptual framework as well as a series of researchable propositions with regard to the benefits that can be derived from paying it forward behavior. The framework proposes four different modes (peer, partner, affiliation, and alliance) under which marketers can facilitate or participate in the paying it forward type of exchange. The dimensions of the framework are relational interdependence and the intra-and inter-firm settings. These different modes emerge naturally based on the type of interaction. Depending on the circumstances, an individual could operate in any of the four modes, however depending on mode they operate in there are different key considerations to focus on. Originality/value Makes contributions to literature by providing a synthesis of the generalized social exchange dimension paying it forward, drawing conclusions, and developing a comprehensive framework and researchable propositions for marketing related intra- and inter-firm paying it forward exchange behavior. Academics and practitioners benefit from understanding the value paying it forward may provide and improve the role marketers play in both facilitating and participating in this type of exchange, yet to date this behavior has received scant attention. Practical implications Provides practitioners a synthesis of paying it forward exchange and outlines why and how it is relevant in a B2B marketing context, how it can be encouraged and what managers need to know to make use of its advantages and avoid its pitfalls.
{"title":"Growing through Giving: The Role of Paying it Forward in Business-to-Business Marketing","authors":"Theresa Eriksson","doi":"10.1080/1051712X.2022.2058543","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2058543","url":null,"abstract":"ABSTRACT Purpose Providing B2B marketing with insights into the nascently explored generalized social exchange dimension paying it forward. Marketing is an ongoing exchange relationship of particular significance in the B2B context, where exchanges often are indirect. Therefore, understanding the generalized exchange mechanism paying it forward is important in order to derive value from it, both as a manager of marketing teams (intra-firm) and as a participant in inter-firm exchange relationships. Methodology/Approach By reviewing extant research, this conceptual paper provides a synthesis of paying it forward exchange, how it occurs and can be encouraged in the inter- and intra-firm B2B marketing contexts and proposes a researchable and practically applicable framework, as well as a series of researchable propositions. Findings Founded on the understanding that paying it forward is an extra-role behavior (i.e., not defined by a job description or contract) that occurs both within and between firms, this work presents a conceptual framework as well as a series of researchable propositions with regard to the benefits that can be derived from paying it forward behavior. The framework proposes four different modes (peer, partner, affiliation, and alliance) under which marketers can facilitate or participate in the paying it forward type of exchange. The dimensions of the framework are relational interdependence and the intra-and inter-firm settings. These different modes emerge naturally based on the type of interaction. Depending on the circumstances, an individual could operate in any of the four modes, however depending on mode they operate in there are different key considerations to focus on. Originality/value Makes contributions to literature by providing a synthesis of the generalized social exchange dimension paying it forward, drawing conclusions, and developing a comprehensive framework and researchable propositions for marketing related intra- and inter-firm paying it forward exchange behavior. Academics and practitioners benefit from understanding the value paying it forward may provide and improve the role marketers play in both facilitating and participating in this type of exchange, yet to date this behavior has received scant attention. Practical implications Provides practitioners a synthesis of paying it forward exchange and outlines why and how it is relevant in a B2B marketing context, how it can be encouraged and what managers need to know to make use of its advantages and avoid its pitfalls.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"131 - 152"},"PeriodicalIF":1.4,"publicationDate":"2022-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41605665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-29DOI: 10.1080/1051712X.2022.2058547
Ruifeng Wei, Guijun Zhuang, Sihan Li
ABSTRACT Purpose Scholars have conducted extensive research regarding contractual governance in marketing channels. Operationalizing contractual governance intensity as contract specificity, researchers focused on the impact of contract specificity, while little effort has been paid to the impact of contract enforcement. As a distinct construct of contractual governance mechanism, contract enforcement largely determines the integrity of contracts and the effectiveness of their coordination effects. Dividing contractual governance into contract specificity and contract enforcement, this paper examines the direct and interactive effects of contract specificity and contract enforcement on channel opportunism and conflict. It tries to answer: (1) How do contract specificity and distributor contract enforcement affect supplier opportunism and channel conflict respectively? (2) What are the interactive effect of specificity and enforcement when they are considered simultaneously? Methodology/Approach The paper proposed a research model by taking contract specificity, distributor contract enforcement and their interaction as the antecedents, and supplier opportunism and channel conflict between distributor and supplier as the consequences. To test the model, with the help of a large domestic household appliance supplier in China, we collected data from the side of distributors, and analyzed the data from 607 valid responses with structural equation model (SEM). Findings Both contract specificity and distributor contract enforcement would respectively inhibit supplier opportunism, and supplier opportunism in turn would be positively associated with channel conflict. On the other hand, distributor contract enforcement would increase, while contract specificity would have an insignificant impact on, channel conflict. In addition, interaction between distributor contract enforcement and contract specificity would reduce both supplier opportunism and channel conflict. Originality/Value/Contribution This paper tries to make three contributions. First, it investigated the impact of contractual governance in marketing channels in more depth by dividing contractual governance into two dimensions, namely contractual specificity and contract enforcement, enriching the literature of contractual governance in marketing channels. Second, it empirically tested the impacts of contract enforcement on supplier opportunism and channel conflict between distributor and supplier, to which previous studies have paid little attention. Third, it for the first time considered the interactive effects of contract specificity and contract enforcement on channel opportunism and channel conflict. As a result, it provides a new line of explanation for previous inconsistencies in the effect of contract specificity on channel opportunism as well as channel enforcement on channel opportunism. Practical implications Firms are encouraged to draft specific contracts with their channel partn
{"title":"Impact of Contract Specificity and Enforcement on Channel Opportunism and Conflict","authors":"Ruifeng Wei, Guijun Zhuang, Sihan Li","doi":"10.1080/1051712X.2022.2058547","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2058547","url":null,"abstract":"ABSTRACT Purpose Scholars have conducted extensive research regarding contractual governance in marketing channels. Operationalizing contractual governance intensity as contract specificity, researchers focused on the impact of contract specificity, while little effort has been paid to the impact of contract enforcement. As a distinct construct of contractual governance mechanism, contract enforcement largely determines the integrity of contracts and the effectiveness of their coordination effects. Dividing contractual governance into contract specificity and contract enforcement, this paper examines the direct and interactive effects of contract specificity and contract enforcement on channel opportunism and conflict. It tries to answer: (1) How do contract specificity and distributor contract enforcement affect supplier opportunism and channel conflict respectively? (2) What are the interactive effect of specificity and enforcement when they are considered simultaneously? Methodology/Approach The paper proposed a research model by taking contract specificity, distributor contract enforcement and their interaction as the antecedents, and supplier opportunism and channel conflict between distributor and supplier as the consequences. To test the model, with the help of a large domestic household appliance supplier in China, we collected data from the side of distributors, and analyzed the data from 607 valid responses with structural equation model (SEM). Findings Both contract specificity and distributor contract enforcement would respectively inhibit supplier opportunism, and supplier opportunism in turn would be positively associated with channel conflict. On the other hand, distributor contract enforcement would increase, while contract specificity would have an insignificant impact on, channel conflict. In addition, interaction between distributor contract enforcement and contract specificity would reduce both supplier opportunism and channel conflict. Originality/Value/Contribution This paper tries to make three contributions. First, it investigated the impact of contractual governance in marketing channels in more depth by dividing contractual governance into two dimensions, namely contractual specificity and contract enforcement, enriching the literature of contractual governance in marketing channels. Second, it empirically tested the impacts of contract enforcement on supplier opportunism and channel conflict between distributor and supplier, to which previous studies have paid little attention. Third, it for the first time considered the interactive effects of contract specificity and contract enforcement on channel opportunism and channel conflict. As a result, it provides a new line of explanation for previous inconsistencies in the effect of contract specificity on channel opportunism as well as channel enforcement on channel opportunism. Practical implications Firms are encouraged to draft specific contracts with their channel partn","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"57 24","pages":"197 - 209"},"PeriodicalIF":1.4,"publicationDate":"2022-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41246028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-28DOI: 10.1080/1051712X.2022.2058542
Nektarios Tzempelikos
ABSTRACT Purpose This interlude mirrors some of the issues raised in Tanner’s recent paper (2021) on areas of contribution, made to the field: a review of several inflection points that led to the evolution of business-to-business (B-to-B) marketing research, the lack of relevance of B-to-B marketing research, and the challenge of little B-to-B research reaching mainstream journals. Acknowledged is that the issues addressed are timely and relevant to an inquiry into the current state of B-to-B research. It is agreed that B-to-B research remains under-represented in marketing literature and that B-to-B marketing research should be of value, if more practical. However, it is also argued that a more thoughtful discussion on the journals that publish B-to-B marketing studies is needed. There is a rising trend in the number and impact of Journal of Business to Business Marketing (JBBM) publications per year, not fully captured in Tanner’s study. This paper, augments that paper, by reflecting on some of the issues raised, while discussing implications beneficial for all our organizational marketing researchers. Design/methodology/approach This is both an assessment of historical data, literature review, and a contemporary analysis of business marketing research. It is based on the author’ interpretation of the case of relevance in B-to-B marketing research and the relative importance of JBBM within the field of B-to-B marketing. Findings A stronger case is made, for the relevance gap in B-to-B marketing research providing insights on, what does managerial relevance involve, why is there a gap between academics and practitioners, and how the gap can be bridged. Academics and practitioners agree that academic research should be of more practical value. However, their respective priorities differ. For academics publishing in refereed journals is the first priority and influencing practice is lower priority, while practitioners are not interested in the methodological and theoretical advances of business marketing research; their priority is to satisfy day-to-day practical needs. In addition, this article corrects the record on the relative importance of B-to-B journals in the contribution of studies of B-to-B marketing. JBBM’s growth in quality and influence to the field is documented. Practical implications The study provides academics with guidance concerning how B-to-B marketing research can have a greater effect on the practice of marketing. Originality/value This article contributes to the research base by identifying and discussing constantly emerging aspects of the academic/practitioner gap. The study also offers insights into how managerial relevance in marketing research can, practically, be improved. Also, this article reveals the impact that JBBM is achieving by fostering the evolution of business marketing.
{"title":"Some Reflections on the State of Business-to-Business Marketing Research","authors":"Nektarios Tzempelikos","doi":"10.1080/1051712X.2022.2058542","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2058542","url":null,"abstract":"ABSTRACT Purpose This interlude mirrors some of the issues raised in Tanner’s recent paper (2021) on areas of contribution, made to the field: a review of several inflection points that led to the evolution of business-to-business (B-to-B) marketing research, the lack of relevance of B-to-B marketing research, and the challenge of little B-to-B research reaching mainstream journals. Acknowledged is that the issues addressed are timely and relevant to an inquiry into the current state of B-to-B research. It is agreed that B-to-B research remains under-represented in marketing literature and that B-to-B marketing research should be of value, if more practical. However, it is also argued that a more thoughtful discussion on the journals that publish B-to-B marketing studies is needed. There is a rising trend in the number and impact of Journal of Business to Business Marketing (JBBM) publications per year, not fully captured in Tanner’s study. This paper, augments that paper, by reflecting on some of the issues raised, while discussing implications beneficial for all our organizational marketing researchers. Design/methodology/approach This is both an assessment of historical data, literature review, and a contemporary analysis of business marketing research. It is based on the author’ interpretation of the case of relevance in B-to-B marketing research and the relative importance of JBBM within the field of B-to-B marketing. Findings A stronger case is made, for the relevance gap in B-to-B marketing research providing insights on, what does managerial relevance involve, why is there a gap between academics and practitioners, and how the gap can be bridged. Academics and practitioners agree that academic research should be of more practical value. However, their respective priorities differ. For academics publishing in refereed journals is the first priority and influencing practice is lower priority, while practitioners are not interested in the methodological and theoretical advances of business marketing research; their priority is to satisfy day-to-day practical needs. In addition, this article corrects the record on the relative importance of B-to-B journals in the contribution of studies of B-to-B marketing. JBBM’s growth in quality and influence to the field is documented. Practical implications The study provides academics with guidance concerning how B-to-B marketing research can have a greater effect on the practice of marketing. Originality/value This article contributes to the research base by identifying and discussing constantly emerging aspects of the academic/practitioner gap. The study also offers insights into how managerial relevance in marketing research can, practically, be improved. Also, this article reveals the impact that JBBM is achieving by fostering the evolution of business marketing.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"119 - 130"},"PeriodicalIF":1.4,"publicationDate":"2022-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42033717","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-15DOI: 10.1080/1051712X.2022.2051832
D. Edmondson, L. Matthews
ABSTRACT Purpose The most recent health crisis, COVID-19, has been the greatest disruptor to society in centuries. This disruption has significantly impacted how business-to-business organizations conduct business. These disruptions may create changes in work-related attitudes and perceptions for business-to-business employees. However, due to the recency of the pandemic, there is a lack of published comparison studies on employee attitudes and perceptions. Specifically, the overarching research question in this study investigates if differences between pre-pandemic and mid-pandemic exist for ten work-related attitudes and perceptions. Methodology/approach Quantitative survey data using a Qualtrics panel was collected from currently employed business-to-business salespeople from two different time periods. The first survey of three hundred sixty-one participants was completed pre-pandemic (2018) while the second survey of three hundred five participants was completed mid-pandemic (late-2020). All measures were taken from the extant literature using a seven-point scale. Findings Overall, out of ten constructs investigated, five significant differences were identified. Results found that employees mid-pandemic experienced higher levels of organizational support and personal accomplishment than employees pre-pandemic. These employees experienced lower levels of work-family conflict, emotional exhaustion, and turnover intentions mid-pandemic compared to pre-pandemic. No statistically significant differences existed between pre-pandemic and mid-pandemic employees’ attitudes and behaviors for supervisory support, engagement, depersonalization, job satisfaction, and organizational commitment. Contribution of the article This is the first study that has compared the impact of a global health crisis on business-to-business salespeople’s job-related attitudes and behaviors. This study is important because it highlights the impact that a health crisis can have on employees within the organization. In a time of great negativity and uncertainty, these results showcase how a pandemic may have also positively impacted organizations, especially as it relates to the sudden adoption of new technologies. For sales organizations, we provide guidance on ways organizations can be successful post-pandemic.
{"title":"Are Business-to-Business Employees More Engaged or Burned Out amid A Global Health Crisis: A Comparative Study","authors":"D. Edmondson, L. Matthews","doi":"10.1080/1051712X.2022.2051832","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2051832","url":null,"abstract":"ABSTRACT Purpose The most recent health crisis, COVID-19, has been the greatest disruptor to society in centuries. This disruption has significantly impacted how business-to-business organizations conduct business. These disruptions may create changes in work-related attitudes and perceptions for business-to-business employees. However, due to the recency of the pandemic, there is a lack of published comparison studies on employee attitudes and perceptions. Specifically, the overarching research question in this study investigates if differences between pre-pandemic and mid-pandemic exist for ten work-related attitudes and perceptions. Methodology/approach Quantitative survey data using a Qualtrics panel was collected from currently employed business-to-business salespeople from two different time periods. The first survey of three hundred sixty-one participants was completed pre-pandemic (2018) while the second survey of three hundred five participants was completed mid-pandemic (late-2020). All measures were taken from the extant literature using a seven-point scale. Findings Overall, out of ten constructs investigated, five significant differences were identified. Results found that employees mid-pandemic experienced higher levels of organizational support and personal accomplishment than employees pre-pandemic. These employees experienced lower levels of work-family conflict, emotional exhaustion, and turnover intentions mid-pandemic compared to pre-pandemic. No statistically significant differences existed between pre-pandemic and mid-pandemic employees’ attitudes and behaviors for supervisory support, engagement, depersonalization, job satisfaction, and organizational commitment. Contribution of the article This is the first study that has compared the impact of a global health crisis on business-to-business salespeople’s job-related attitudes and behaviors. This study is important because it highlights the impact that a health crisis can have on employees within the organization. In a time of great negativity and uncertainty, these results showcase how a pandemic may have also positively impacted organizations, especially as it relates to the sudden adoption of new technologies. For sales organizations, we provide guidance on ways organizations can be successful post-pandemic.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"87 - 98"},"PeriodicalIF":1.4,"publicationDate":"2022-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41607249","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-02DOI: 10.1080/1051712X.2022.2039480
Nils M. Høgevold, R. Rodríguez, G. Svensson, M. Roberts-Lombard
ABSTRACT Purpose The main purpose of the study is to assess proposed relationships in a model across different settings, where satisfaction is a mediator between quality constructs in a seller-customer relational setting in B2B markets. The positioning of satisfaction as a mediator is between trust and commitment as antecedents of satisfaction, and cooperation, continuity, and coordination as postcedents of satisfaction in seller-customer relationships. The study was quantitative in nature, supported by an exploratory research approach. Data was collected based on a population of companies across Norwegian industries, as reflected in the Norwegian database Sales Navigator on LinkedIn. To enable research on seller-customer business relationships, key informants who adhered to specific criteria (e.g., that they were sales or marketing managers/directors or key account managers) were selected to participate in the study. A total of 841 potential key informants were identified and contacted telephonically to verify whether they qualified to participate in the survey and, if not, to identify an appropriate person who fit the criteria at the same firm. A total of 523 informants adhered to the stipulated criteria to participate in the study, with a total of 213 informants who completed the questionnaire satisfactorily. This resulted in their responses to be used for data analysis purposes, representing a valid response rate of 40.7%. Respondents were requested to name one key business customer with whom they engaged in the last year, and to be mindful of this respondent when answering the questionnaire. To secure privacy, respondents did not have to identify the customer. Furthermore, the respondents were asked to answer the questions to the best of their ability to ensure quality responses to each item in the questionnaire. Design/methodology/approach The questionnaire began with a competency check to ensure respondents were suitable to participate in the study. The respondents were asked, “Please consider how knowledgeable and experienced you are concerning your business and your business dealings with this customer.” They then had to answer the following two statements: a) “I have a lot of knowledge about this customer”; and b) “I have a lot of experiences with this customer,” which were measured using a five-point Likert-type scale, ranging between (1) strongly agree and (5) strongly disagree. Almost all respondents (99.5%) indicated that they had extensive knowledge about the customer, while 94.5% indicated that they had wide-ranging experiences with the customer. The application of a five-point Likert-type scale was secured to determine the degree to which respondents agreed or disagreed with the items included in the questionnaire relating to trust, commitment, satisfaction, coordination, continuity and cooperation in seller–customer relationships. The SPSS/Amos 24.0 software was used to conduct the multivariate analysis. Firstly, a confirmatory
{"title":"Validating the Sequential Logic of Quality Constructs in Seller-customer Business Relationships – Antecedents, Mediator and Outcomes","authors":"Nils M. Høgevold, R. Rodríguez, G. Svensson, M. Roberts-Lombard","doi":"10.1080/1051712X.2022.2039480","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2039480","url":null,"abstract":"ABSTRACT Purpose The main purpose of the study is to assess proposed relationships in a model across different settings, where satisfaction is a mediator between quality constructs in a seller-customer relational setting in B2B markets. The positioning of satisfaction as a mediator is between trust and commitment as antecedents of satisfaction, and cooperation, continuity, and coordination as postcedents of satisfaction in seller-customer relationships. The study was quantitative in nature, supported by an exploratory research approach. Data was collected based on a population of companies across Norwegian industries, as reflected in the Norwegian database Sales Navigator on LinkedIn. To enable research on seller-customer business relationships, key informants who adhered to specific criteria (e.g., that they were sales or marketing managers/directors or key account managers) were selected to participate in the study. A total of 841 potential key informants were identified and contacted telephonically to verify whether they qualified to participate in the survey and, if not, to identify an appropriate person who fit the criteria at the same firm. A total of 523 informants adhered to the stipulated criteria to participate in the study, with a total of 213 informants who completed the questionnaire satisfactorily. This resulted in their responses to be used for data analysis purposes, representing a valid response rate of 40.7%. Respondents were requested to name one key business customer with whom they engaged in the last year, and to be mindful of this respondent when answering the questionnaire. To secure privacy, respondents did not have to identify the customer. Furthermore, the respondents were asked to answer the questions to the best of their ability to ensure quality responses to each item in the questionnaire. Design/methodology/approach The questionnaire began with a competency check to ensure respondents were suitable to participate in the study. The respondents were asked, “Please consider how knowledgeable and experienced you are concerning your business and your business dealings with this customer.” They then had to answer the following two statements: a) “I have a lot of knowledge about this customer”; and b) “I have a lot of experiences with this customer,” which were measured using a five-point Likert-type scale, ranging between (1) strongly agree and (5) strongly disagree. Almost all respondents (99.5%) indicated that they had extensive knowledge about the customer, while 94.5% indicated that they had wide-ranging experiences with the customer. The application of a five-point Likert-type scale was secured to determine the degree to which respondents agreed or disagreed with the items included in the questionnaire relating to trust, commitment, satisfaction, coordination, continuity and cooperation in seller–customer relationships. The SPSS/Amos 24.0 software was used to conduct the multivariate analysis. Firstly, a confirmatory ","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"43 - 67"},"PeriodicalIF":1.4,"publicationDate":"2022-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44191043","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-02DOI: 10.1080/1051712X.2022.2039479
Sheshadri Chatterjee, Ranjan Chaudhuri, D. Vrontis, Pantea Foroudi
ABSTRACT Purpose The purpose of this study is to examine the unethical practices that could take place in the sharing economy and their impact on B2B cooperation and competition among rival firms and their performance. Design/methodology/approach From the literature review and theories, a theoretical model has been developed. The model is later validated using the structural equation modelling technique considering samples from 16 firms involved in sharing resources. Findings The study found that there is a significant negative impact of unethical practices in the sharing economy for B2B coopetition, which in turn negatively impacts firm performance. Research implications The business model for the sharing economy is becoming popular in business-to-business (B2B) marketing literature. Firms can utilize resources of other firms lying idle and reduce cost, optimize resource utilization, and achieve greater flexibility. Some organizations also share their resources with rival firms. However, there are concerns about unethical practices by rival firms, which may be due to the misuse of data, human resources, and intellectual property, and so on. Few studies have investigated the unethical practices that may take place in the sharing economy, but there is a growing interest among the practitioners, researchers, and academicians in this area. Thus, this research investigated the unethical practices that may take place in the sharing economy and its consequences from B2B cooperation and competition perspectives. Originality/value Only a limited number of research studies have investigated the unethical practices that could happen in the sharing economy. This study has investigated the issues of unethical practices in sharing economy from B2B perspective in relation to cooperation and competition among the rival firms which is a unique value proposition. Also, the proposed theoretical model is a unique model and with a high explanative power which is also another unique contribution of this study.
{"title":"Dark Side of Sharing Economy: Examining the Unethical Practices and Its Impact on Coopetition and Firm Performance","authors":"Sheshadri Chatterjee, Ranjan Chaudhuri, D. Vrontis, Pantea Foroudi","doi":"10.1080/1051712X.2022.2039479","DOIUrl":"https://doi.org/10.1080/1051712X.2022.2039479","url":null,"abstract":"ABSTRACT Purpose The purpose of this study is to examine the unethical practices that could take place in the sharing economy and their impact on B2B cooperation and competition among rival firms and their performance. Design/methodology/approach From the literature review and theories, a theoretical model has been developed. The model is later validated using the structural equation modelling technique considering samples from 16 firms involved in sharing resources. Findings The study found that there is a significant negative impact of unethical practices in the sharing economy for B2B coopetition, which in turn negatively impacts firm performance. Research implications The business model for the sharing economy is becoming popular in business-to-business (B2B) marketing literature. Firms can utilize resources of other firms lying idle and reduce cost, optimize resource utilization, and achieve greater flexibility. Some organizations also share their resources with rival firms. However, there are concerns about unethical practices by rival firms, which may be due to the misuse of data, human resources, and intellectual property, and so on. Few studies have investigated the unethical practices that may take place in the sharing economy, but there is a growing interest among the practitioners, researchers, and academicians in this area. Thus, this research investigated the unethical practices that may take place in the sharing economy and its consequences from B2B cooperation and competition perspectives. Originality/value Only a limited number of research studies have investigated the unethical practices that could happen in the sharing economy. This study has investigated the issues of unethical practices in sharing economy from B2B perspective in relation to cooperation and competition among the rival firms which is a unique value proposition. Also, the proposed theoretical model is a unique model and with a high explanative power which is also another unique contribution of this study.","PeriodicalId":46235,"journal":{"name":"Journal of Business-To-Business Marketing","volume":"29 1","pages":"69 - 85"},"PeriodicalIF":1.4,"publicationDate":"2022-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47170605","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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