Pub Date : 2025-04-25DOI: 10.1016/j.indmarman.2025.04.001
Amir Javadinia , Satish Jayachandran , Sina Aghaie
Firms are frequently engaged in corporate social responsibility (CSR) activities. The prevailing view is that CSR efforts can protect firms from the negative consequences of adverse firm events such as product recalls. The present research challenges that view by demonstrating that CSR efforts may increase or decrease customers' unfavorable reactions to a product recall and that the relationship differs in different CSR domains. Using data from the automobile industry, the authors find that post-recall market share has a non-linear relationship with pre-recall CSR efforts in both product and environment domains but in different directions. The post-recall market share has an inverted U-shaped relationship with pre-recall product CSR but a U-shaped relationship with pre-recall environment CSR. The study provides guidance to managers regarding the use of CSR in different domains to manage the impact of adverse events in both B2B and B2C settings.
{"title":"The relationship between a firm's pre-recall product and environment CSR efforts and post-recall market share","authors":"Amir Javadinia , Satish Jayachandran , Sina Aghaie","doi":"10.1016/j.indmarman.2025.04.001","DOIUrl":"10.1016/j.indmarman.2025.04.001","url":null,"abstract":"<div><div>Firms are frequently engaged in corporate social responsibility (CSR) activities. The prevailing view is that CSR efforts can protect firms from the negative consequences of adverse firm events such as product recalls. The present research challenges that view by demonstrating that CSR efforts may increase or decrease customers' unfavorable reactions to a product recall and that the relationship differs in different CSR domains. Using data from the automobile industry, the authors find that post-recall market share has a non-linear relationship with pre-recall CSR efforts in both product and environment domains but in different directions. The post-recall market share has an inverted U-shaped relationship with pre-recall product CSR but a U-shaped relationship with pre-recall environment CSR. The study provides guidance to managers regarding the use of CSR in different domains to manage the impact of adverse events in both B2B and B2C settings.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 88-99"},"PeriodicalIF":7.8,"publicationDate":"2025-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143868141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-10DOI: 10.1016/j.indmarman.2025.03.010
Vania Sena , Shamsul Karim , Sena Ozdemir
The role of brands and innovations in a company's performance has been extensively studied. Yet, it is not very clear whether branding can enhance innovation performance among innovation collaborators. This paper tests whether branding boosts the performance of new product innovations among innovators collaborating with their suppliers or business customers. Drawing on the Resource-Based View (RBV), the empirical analysis is conducted on the ninth wave of the UK Innovation Survey (UKIS2015). The study found evidence that the impact of a patented innovation on its performance is enhanced by branding for businesses with radical innovation that collaborate with their suppliers and business customers. This effect is also observed for businesses that use codified knowledge and collaborate with their suppliers and business customers. Small firms collaborating with their suppliers and business customers appear to benefit the most from using brands, which differs from firms in the manufacturing industry. The research found evidence that the advantage conferred by branding is not eroded if competitors from the same industry adopt a similar strategy. This research contributes to the understanding of branding and innovation relationships by showing how combining branding with patented innovations may benefit collaborators depending on a range of internal or external influences.
{"title":"Do Brands boost the impact of patents on innovation performance among innovation collaborators? Evidence from the UK","authors":"Vania Sena , Shamsul Karim , Sena Ozdemir","doi":"10.1016/j.indmarman.2025.03.010","DOIUrl":"10.1016/j.indmarman.2025.03.010","url":null,"abstract":"<div><div>The role of brands and innovations in a company's performance has been extensively studied. Yet, it is not very clear whether branding can enhance innovation performance among innovation collaborators. This paper tests whether branding boosts the performance of new product innovations among innovators collaborating with their suppliers or business customers. Drawing on the Resource-Based View (RBV), the empirical analysis is conducted on the ninth wave of the UK Innovation Survey (UKIS2015). The study found evidence that the impact of a patented innovation on its performance is enhanced by branding for businesses with radical innovation that collaborate with their suppliers and business customers. This effect is also observed for businesses that use codified knowledge and collaborate with their suppliers and business customers. Small firms collaborating with their suppliers and business customers appear to benefit the most from using brands, which differs from firms in the manufacturing industry. The research found evidence that the advantage conferred by branding is not eroded if competitors from the same industry adopt a similar strategy. This research contributes to the understanding of branding and innovation relationships by showing how combining branding with patented innovations may benefit collaborators depending on a range of internal or external influences.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 74-87"},"PeriodicalIF":7.8,"publicationDate":"2025-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143808750","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-05DOI: 10.1016/j.indmarman.2025.03.009
Pramod Iyer, Atanas Nik Nikolov, Stefan Sleep, Brad Eskridge, Dierto Matanda Moke, Jennifer Hutchins
Sales management has undergone significant transformations in response to the changing external environment and the adoption of emerging technologies such as artificial intelligence (AI) tools, including Seamless AI and Einstein (Sales AI). These technological advancements have reshaped the industrial sales management landscape and customer journeys. To thrive in this evolving environment, industrial firms must embrace marketing agility, characterized by proactiveness, responsiveness, flexibility, and speed. This study explores business-to-business (B2B) firms' challenges when integrating AI into their sales management processes. Based on the dynamic capabilities literature, we argue that marketing agility plays a mediating role in the adoption of AI technology and sales team performance in uncertain business contexts. Additionally, we investigate the moderating effects of marketing influence and internal organizational climate on the relationship among AI technology adoption, agility, and performance. We collected data from B2B sales managers from companies generating at least $5 million in annual revenues and employing more than 100 individuals. Our findings underscore the necessity for aligning strategic decisions, such as technology adoption (and use), with marketing agility to affect firm performance positively. Theoretically, this study contributes to the emerging literature on the facilitators of marketing agility in B2B firms.
{"title":"Navigating the AI wave for sales management: The mediating role of marketing agility","authors":"Pramod Iyer, Atanas Nik Nikolov, Stefan Sleep, Brad Eskridge, Dierto Matanda Moke, Jennifer Hutchins","doi":"10.1016/j.indmarman.2025.03.009","DOIUrl":"10.1016/j.indmarman.2025.03.009","url":null,"abstract":"<div><div>Sales management has undergone significant transformations in response to the changing external environment and the adoption of emerging technologies such as artificial intelligence (AI) tools, including Seamless AI and Einstein (Sales AI). These technological advancements have reshaped the industrial sales management landscape and customer journeys. To thrive in this evolving environment, industrial firms must embrace marketing agility, characterized by proactiveness, responsiveness, flexibility, and speed. This study explores business-to-business (B2B) firms' challenges when integrating AI into their sales management processes. Based on the dynamic capabilities literature, we argue that marketing agility plays a mediating role in the adoption of AI technology and sales team performance in uncertain business contexts. Additionally, we investigate the moderating effects of marketing influence and internal organizational climate on the relationship among AI technology adoption, agility, and performance. We collected data from B2B sales managers from companies generating at least $5 million in annual revenues and employing more than 100 individuals. Our findings underscore the necessity for aligning strategic decisions, such as technology adoption (and use), with marketing agility to affect firm performance positively. Theoretically, this study contributes to the emerging literature on the facilitators of marketing agility in B2B firms.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 62-73"},"PeriodicalIF":7.8,"publicationDate":"2025-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143777487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The advent of cutting-edge digitalization has introduced a range of organizational capabilities that have been proposed to assist business-to-business (B2B) manufacturers in attaining a strategic advantage within the intensely competitive global landscape. Nevertheless, the process of digitization poses multiple roadblocks in its execution, leading to a sense of scepticism among manufacturers in the B2B sector about its adoption for the purpose of enhancing their quality management and agility across the supply chain. The current research is a pioneering effort in examining the interplay between digital dexterity (DigDex), supply chain quality management (SCQM), supply chain agility (SCAG), and supply chain performance (SCP) within the distinctive sphere of B2B manufacturing. In order to gain a deeper comprehension of the efficacy of the interplay between various functional capabilities, this study investigates the effectiveness of regulatory governance in providing assistance to B2B manufacturers. This examination is conducted through empirical analysis utilizing data collected from a sample of 291 B2B manufacturers based in India. The research advances the understanding of the mechanisms by which DigDex, SCQM, and SCAG interact for bettering SCP. Practically, these findings guide practitioners to optimize digital capabilities judiciously, tailoring regulatory governance approaches for comprehensive supply chain enhancement in the dynamic B2B manufacturing landscape.
{"title":"Exploring relationship between digital dexterity, supply chain quality management, agility and performance – Empirical evidence from Indian B2B manufacturers","authors":"Saumyaranjan Sahoo , Nazrul Islam , Ashwani Kumar , Sachin Kumar Mangla","doi":"10.1016/j.indmarman.2025.03.008","DOIUrl":"10.1016/j.indmarman.2025.03.008","url":null,"abstract":"<div><div>The advent of cutting-edge digitalization has introduced a range of organizational capabilities that have been proposed to assist business-to-business (B2B) manufacturers in attaining a strategic advantage within the intensely competitive global landscape. Nevertheless, the process of digitization poses multiple roadblocks in its execution, leading to a sense of scepticism among manufacturers in the B2B sector about its adoption for the purpose of enhancing their quality management and agility across the supply chain. The current research is a pioneering effort in examining the interplay between digital dexterity (DigDex), supply chain quality management (SCQM), supply chain agility (SCAG), and supply chain performance (SCP) within the distinctive sphere of B2B manufacturing. In order to gain a deeper comprehension of the efficacy of the interplay between various functional capabilities, this study investigates the effectiveness of regulatory governance in providing assistance to B2B manufacturers. This examination is conducted through empirical analysis utilizing data collected from a sample of 291 B2B manufacturers based in India. The research advances the understanding of the mechanisms by which DigDex, SCQM, and SCAG interact for bettering SCP. Practically, these findings guide practitioners to optimize digital capabilities judiciously, tailoring regulatory governance approaches for comprehensive supply chain enhancement in the dynamic B2B manufacturing landscape.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 44-61"},"PeriodicalIF":7.8,"publicationDate":"2025-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143761122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-01DOI: 10.1016/j.indmarman.2025.02.020
James M. Crick , David Crick
{"title":"Guest editorial: A new era of coopetition research","authors":"James M. Crick , David Crick","doi":"10.1016/j.indmarman.2025.02.020","DOIUrl":"10.1016/j.indmarman.2025.02.020","url":null,"abstract":"","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"126 ","pages":"Pages A13-A18"},"PeriodicalIF":7.8,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143748601","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-01DOI: 10.1016/j.indmarman.2025.02.019
Bruno Lussier , Nawar N. Chaker , Melissa W. Clark , Willy Bolander
This editorial provides a valuable foundation for researchers seeking to deepen their understanding of mental health and well-being in business-to-business markets while sparking novel research ideas and opportunities in this critical area. To do so, we first offer a conceptual background of this expanding focus area. Next, we organize the articles in the special issue by forces (internal vs. external) and individual roles (e.g., customers, frontline employees, middle managers, executives/owners) into a helpful framework for researchers and practitioners working in this space. We conclude by prioritizing a future research agenda based on insights from subject matter experts at a workshop conducted at the 2024 American Marketing Association (AMA) Winter Academic Conference.
{"title":"Mental health and well-being in business-to-business markets","authors":"Bruno Lussier , Nawar N. Chaker , Melissa W. Clark , Willy Bolander","doi":"10.1016/j.indmarman.2025.02.019","DOIUrl":"10.1016/j.indmarman.2025.02.019","url":null,"abstract":"<div><div>This editorial provides a valuable foundation for researchers seeking to deepen their understanding of mental health and well-being in business-to-business markets while sparking novel research ideas and opportunities in this critical area. To do so, we first offer a conceptual background of this expanding focus area. Next, we organize the articles in the special issue by forces (internal vs. external) and individual roles (e.g., customers, frontline employees, middle managers, executives/owners) into a helpful framework for researchers and practitioners working in this space. We conclude by prioritizing a future research agenda based on insights from subject matter experts at a workshop conducted at the 2024 <em>American Marketing Association (AMA)</em> Winter Academic Conference.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"126 ","pages":"Pages A3-A12"},"PeriodicalIF":7.8,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143748600","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-28DOI: 10.1016/j.indmarman.2025.03.005
Josefin Wiik , Nikolina Koporcic , Stefan Markovic , Leena Aarikka-Stenroos
The phenomenon of customer referencing entails sellers engaging with existing customers to influence new potential customers. In a business-to-business (B2B) setting, this has typically been studied through the lens of the reference communication activities of sellers. However, the role of the customer peer community (to which both existing and new potential customers belong) and the mechanisms through which this community legitimates the seller's customer referencing activities have largely been neglected in the literature. To address this shortcoming and build on customer referencing knowledge, we draw on the community of practice (CoP) literature and empirically explore the legitimating mechanisms for customer referencing and how sellers can harness these mechanisms. Our multiple case study is based on 32 interviews with sellers and customers from the health technology sector. The findings uncover three CoP-driven mechanisms: similarity, authority, and objectivity. We develop a conceptual model based on these mechanisms, which sellers can harness to gain legitimacy for their customer referencing. We discuss the implications of the conceptual model and detail how sellers should focus on planned customer referencing tactics to facilitate peer-to-peer interactions in a customer CoP context.
{"title":"B2B customer referencing in a community of practice context: Conceptualizing legitimating mechanisms in the health technology sector","authors":"Josefin Wiik , Nikolina Koporcic , Stefan Markovic , Leena Aarikka-Stenroos","doi":"10.1016/j.indmarman.2025.03.005","DOIUrl":"10.1016/j.indmarman.2025.03.005","url":null,"abstract":"<div><div>The phenomenon of customer referencing entails sellers engaging with existing customers to influence new potential customers. In a business-to-business (B2B) setting, this has typically been studied through the lens of the reference communication activities of sellers. However, the role of the customer peer community (to which both existing and new potential customers belong) and the mechanisms through which this community legitimates the seller's customer referencing activities have largely been neglected in the literature. To address this shortcoming and build on customer referencing knowledge, we draw on the community of practice (CoP) literature and empirically explore the legitimating mechanisms for customer referencing and how sellers can harness these mechanisms. Our multiple case study is based on 32 interviews with sellers and customers from the health technology sector. The findings uncover three CoP-driven mechanisms: similarity, authority, and objectivity. We develop a conceptual model based on these mechanisms, which sellers can harness to gain legitimacy for their customer referencing. We discuss the implications of the conceptual model and detail how sellers should focus on planned customer referencing tactics to facilitate peer-to-peer interactions in a customer CoP context.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 29-43"},"PeriodicalIF":7.8,"publicationDate":"2025-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143714397","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Propensity score modeling (PSM) is a powerful statistical technique that, in the appropriate data contexts, addresses biases from confounding and selection, which can otherwise distort results and lead to erroneous inferences. However, while the number of PSM applications in business marketing research is growing, many studies mistakenly assume that PSM is a universal solution for all endogeneity issues. Often, studies lack sufficient detail about the specific endogeneity problem they aim to address, which is a critical issue, as PSM is appropriate only for certain types of endogeneity. Additionally, essential tests to confirm the validity and robustness of PSM results are frequently overlooked or insufficiently reported, raising concerns about the reliability of findings. This article aims to enhance the rigor of PSM applications in business marketing research by offering updated practical guidance on its appropriate use, key aspects to report, and common misconceptions and errors to avoid. A practical example of PSM implementation in Stata is included, along with a comprehensive checklist of justifications and best practices to guide business marketing researchers in their future PSM-based studies.
{"title":"Propensity score modeling for business marketing research","authors":"Peter Guenther , Miriam Guenther , Shekhar Misra , Mariia Koval , Ghasem Zaefarian","doi":"10.1016/j.indmarman.2025.03.006","DOIUrl":"10.1016/j.indmarman.2025.03.006","url":null,"abstract":"<div><div>Propensity score modeling (PSM) is a powerful statistical technique that, in the appropriate data contexts, addresses biases from confounding and selection, which can otherwise distort results and lead to erroneous inferences. However, while the number of PSM applications in business marketing research is growing, many studies mistakenly assume that PSM is a universal solution for all endogeneity issues. Often, studies lack sufficient detail about the specific endogeneity problem they aim to address, which is a critical issue, as PSM is appropriate only for certain types of endogeneity. Additionally, essential tests to confirm the validity and robustness of PSM results are frequently overlooked or insufficiently reported, raising concerns about the reliability of findings. This article aims to enhance the rigor of PSM applications in business marketing research by offering updated practical guidance on its appropriate use, key aspects to report, and common misconceptions and errors to avoid. A practical example of PSM implementation in Stata is included, along with a comprehensive checklist of justifications and best practices to guide business marketing researchers in their future PSM-based studies.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 14-28"},"PeriodicalIF":7.8,"publicationDate":"2025-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143714398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-26DOI: 10.1016/j.indmarman.2025.03.004
Thomas E. DeCarlo , Andrea L. Dixon , Jeff Johnson , Son K. Lam
Research on the intraorganizational dimension of the sales role (IDSR) underscores salespeople's proactive behavior, such as internal navigation and individual drivers thereof, to deal with challenges in internal selling. However, extant literature has not provided insights into the crucial last mile of the internal selling process (ISP), the stage between the final sales presentation and the actual closing of the sale. In four waves of in-depth interviews, we perform a micro-analysis of how salespeople's perception of two key characteristics of the last mile of ISPs, hierarchical extensiveness and personnel specialization, can serve as both a benefit and a challenge. Data also reveal salespeople's complex strategies and organizational factors that affect the valence of these ISP characteristics. These findings have important implications for managing salesperson IDSRs.
{"title":"Salespeople's experience with last-mile internal selling processes: Benefits and challenges","authors":"Thomas E. DeCarlo , Andrea L. Dixon , Jeff Johnson , Son K. Lam","doi":"10.1016/j.indmarman.2025.03.004","DOIUrl":"10.1016/j.indmarman.2025.03.004","url":null,"abstract":"<div><div>Research on the intraorganizational dimension of the sales role (IDSR) underscores salespeople's proactive behavior, such as internal navigation and individual drivers thereof, to deal with challenges in internal selling. However, extant literature has not provided insights into the crucial last mile of the internal selling process (ISP), the stage between the final sales presentation and the actual closing of the sale. In four waves of in-depth interviews, we perform a micro-analysis of how salespeople's perception of two key characteristics of the last mile of ISPs, hierarchical extensiveness and personnel specialization, can serve as both a benefit and a challenge. Data also reveal salespeople's complex strategies and organizational factors that affect the valence of these ISP characteristics. These findings have important implications for managing salesperson IDSRs.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"127 ","pages":"Pages 1-13"},"PeriodicalIF":7.8,"publicationDate":"2025-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143698008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"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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