Pub Date : 2026-01-16DOI: 10.1016/j.indmarman.2026.01.001
Mikael Hilmersson , Andrea Runfola , Matilde Milanesi , Simone Guercini
The growing literature on internationalization as a networking process has emphasized that the primary challenge for internationalizing firms is to reduce their liability of network outsidership and to establish an insidership position in relevant networks. However, recent empirical observations indicate that the international business landscape is changing rapidly.
In an evolving geopolitical context, circumstances may arise in which insidership in specific networks can be a burden for international companies rather than an asset. While previous studies have predominantly viewed insidership as a critical asset, this study offers a more nuanced perspective on the benefits and drawbacks of insidership. By drawing on earlier research by international business and industrial marketing scholars, we develop the argument that geopolitical changes can alter the nature and favorability of insidership, potentially leading to a situation where network insidership becomes a liability rather than an asset.
{"title":"Network insidership: A liability in times of geopolitical tensions?","authors":"Mikael Hilmersson , Andrea Runfola , Matilde Milanesi , Simone Guercini","doi":"10.1016/j.indmarman.2026.01.001","DOIUrl":"10.1016/j.indmarman.2026.01.001","url":null,"abstract":"<div><div>The growing literature on internationalization as a networking process has emphasized that the primary challenge for internationalizing firms is to reduce their liability of network outsidership and to establish an insidership position in relevant networks. However, recent empirical observations indicate that the international business landscape is changing rapidly.</div><div>In an evolving geopolitical context, circumstances may arise in which insidership in specific networks can be a burden for international companies rather than an asset. While previous studies have predominantly viewed insidership as a critical asset, this study offers a more nuanced perspective on the benefits and drawbacks of insidership. By drawing on earlier research by international business and industrial marketing scholars, we develop the argument that geopolitical changes can alter the nature and favorability of insidership, potentially leading to a situation where network insidership becomes a liability rather than an asset.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"133 ","pages":"Pages 44-52"},"PeriodicalIF":7.5,"publicationDate":"2026-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145980676","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 : 2026-01-10DOI: 10.1016/j.indmarman.2026.01.003
Cagla Dayangan , Bilge Aykol
This study systematically reviews how specific categories of dynamic capabilities (DCs) relate to performance in exporting research. Our sample comprises 53 studies from 50 articles published until the end of 2024, where DCs were examined as predictors of a performance construct in an exporting context. We classify DCs into an established taxonomy based on hierarchical nature (higher, intermediate, lower) and organizational unit of analysis (individual, group, organizational, inter-organizational). Additionally, we synthesize how these DC categories connect to performance in terms of direction, significance, content of financial metrics, measurement level, and directness. The results indicate that exporting firms' performance is mostly hypothesized to be driven by higher-order DCs at the organizational level, with a clear pattern of positive effects of DCs on performance, as measured using both financial and non-financial indicators. Our results further reveal that export-task-specific DCs at the lower-order remain unexplored, while intermediate-order DCs focus heavily on marketing and DCs at individual and group levels are neglected. Moreover, the DC-performance link has mostly been tested directly, with limited involvement of mediators or moderators. We conclude by outlining future research directions that address the gaps and problematic issues identified in the review.
{"title":"Dynamic capabilities behind performance of exporting firms: Taxonomy, critique, future research directions","authors":"Cagla Dayangan , Bilge Aykol","doi":"10.1016/j.indmarman.2026.01.003","DOIUrl":"10.1016/j.indmarman.2026.01.003","url":null,"abstract":"<div><div>This study systematically reviews how specific categories of dynamic capabilities (DCs) relate to performance in exporting research. Our sample comprises 53 studies from 50 articles published until the end of 2024, where DCs were examined as predictors of a performance construct in an exporting context. We classify DCs into an established taxonomy based on hierarchical nature (higher, intermediate, lower) and organizational unit of analysis (individual, group, organizational, inter-organizational). Additionally, we synthesize how these DC categories connect to performance in terms of direction, significance, content of financial metrics, measurement level, and directness. The results indicate that exporting firms' performance is mostly hypothesized to be driven by higher-order DCs at the organizational level, with a clear pattern of positive effects of DCs on performance, as measured using both financial and non-financial indicators. Our results further reveal that export-task-specific DCs at the lower-order remain unexplored, while intermediate-order DCs focus heavily on marketing and DCs at individual and group levels are neglected. Moreover, the DC-performance link has mostly been tested directly, with limited involvement of mediators or moderators. We conclude by outlining future research directions that address the gaps and problematic issues identified in the review.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"133 ","pages":"Pages 20-43"},"PeriodicalIF":7.5,"publicationDate":"2026-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145928787","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 : 2026-01-08DOI: 10.1016/j.indmarman.2026.01.004
Omar S. Itani , Colin B. Gabler , Ashish Kalra , Samer Elhajjar , Manal Yunis
Fueled by big data, the information age offers firms opportunities to enhance marketing efficiency and drive innovation. For that, based on conceptualizing big data capability as a three-factor construct integrating business, human, and technology resources and employing a resource-based view (RBV) and dynamic capabilities theory (DCT), we build a model showing how market orientation leads to the advancement of marketing and innovation capabilities through the effective use of big data, thereby, positioning big data capability as a mediating factor. We then highlight how the competitive intensity of a firm's industry, as a moderator, strengthens the capacity for big data to translate to capabilities. This model highlights the operational impact of big data capability and extends the RBV and DCT by integrating the moderating effects of competitive intensity on these capabilities. This investigation introduces an advanced understanding of the link between market orientation and big data capability. It offers theoretical contributions and practical recommendations for professionals in competitive markets.
{"title":"Employing big data capability in the face of fierce competition: Exploring the synergy between market orientation, marketing strategies, and innovation capabilities","authors":"Omar S. Itani , Colin B. Gabler , Ashish Kalra , Samer Elhajjar , Manal Yunis","doi":"10.1016/j.indmarman.2026.01.004","DOIUrl":"10.1016/j.indmarman.2026.01.004","url":null,"abstract":"<div><div>Fueled by big data, the information age offers firms opportunities to enhance marketing efficiency and drive innovation. For that, based on conceptualizing big data capability as a three-factor construct integrating business, human, and technology resources and employing a resource-based view (RBV) and dynamic capabilities theory (DCT), we build a model showing how market orientation leads to the advancement of marketing and innovation capabilities through the effective use of big data, thereby, positioning big data capability as a mediating factor. We then highlight how the competitive intensity of a firm's industry, as a moderator, strengthens the capacity for big data to translate to capabilities. This model highlights the operational impact of big data capability and extends the RBV and DCT by integrating the moderating effects of competitive intensity on these capabilities. This investigation introduces an advanced understanding of the link between market orientation and big data capability. It offers theoretical contributions and practical recommendations for professionals in competitive markets.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"133 ","pages":"Pages 1-19"},"PeriodicalIF":7.5,"publicationDate":"2026-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145908676","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 : 2026-01-01DOI: 10.1016/j.indmarman.2025.12.002
Filoumena Zlatanou, Stephan Dickert, Stephan C. Henneberg
This study conceptualizes and provides experimental evidence for the mediating role of emotions in business relationships. Drawing on Relational Norm Theory, we explore how (positive, negative) emotional responses to the (non)fulfillment of relational norms influence trust as a key characteristic of business relationships. We employ a thematic analysis of the literature, augmented by sensitizing interviews with boundary spanners (i.e., organizational representatives that manage interactions in business relationships) from buying and selling firms, to develop a conceptual dual-pathway model, and an experimental design for causal testing. Our results suggest that emotions of positive and negative valence partially mediate the relationship between relational norm fulfillment and trust, in extension to the established mediation models of business relationships in the literature. While positive and negative emotions do not differ in their degree of influencing trust outcomes, relational performance norm (non)fulfillment was found to generate stronger emotional reactions than that of relational interaction norms. Our research contributes to a more nuanced understanding of business relationships by integrating an alternative explanatory mechanism complementing structural and attitudinal mechanisms, operating on the level of boundary spanners within established models. Way markers for novel research avenues are proposed, and practical insights for managers in interorganizational contexts are derived.
{"title":"Let's be emotional! Experimental evidence for an alternative mediation logic of emotions in business relationships","authors":"Filoumena Zlatanou, Stephan Dickert, Stephan C. Henneberg","doi":"10.1016/j.indmarman.2025.12.002","DOIUrl":"10.1016/j.indmarman.2025.12.002","url":null,"abstract":"<div><div>This study conceptualizes and provides experimental evidence for the mediating role of emotions in business relationships. Drawing on Relational Norm Theory, we explore how (positive, negative) emotional responses to the (non)fulfillment of relational norms influence trust as a key characteristic of business relationships. We employ a thematic analysis of the literature, augmented by sensitizing interviews with boundary spanners (i.e., organizational representatives that manage interactions in business relationships) from buying and selling firms, to develop a conceptual dual-pathway model, and an experimental design for causal testing. Our results suggest that emotions of positive and negative valence partially mediate the relationship between relational norm fulfillment and trust, in extension to the established mediation models of business relationships in the literature. While positive and negative emotions do not differ in their degree of influencing trust outcomes, relational performance norm (non)fulfillment was found to generate stronger emotional reactions than that of relational interaction norms. Our research contributes to a more nuanced understanding of business relationships by integrating an alternative explanatory mechanism complementing structural and attitudinal mechanisms, operating on the level of boundary spanners within established models. Way markers for novel research avenues are proposed, and practical insights for managers in interorganizational contexts are derived.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 246-263"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145883360","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 : 2026-01-01DOI: 10.1016/j.indmarman.2025.12.008
Robert J. Pidduck , Rhett Epler
Business-to-business (B2B) sales is increasingly imbued with expectations for salespeople to adopt a posture for what the layman might term ‘being entrepreneurial’ (i.e., thinking and behaving in ways that orient towards independent creativity, proactive initiative-taking, and willingness to take risks in trying new ways of doing things). Yet, the latest advancements in entrepreneurship scholarship remain largely disconnected from the B2B scholarly audience. In this position piece, we introduce the idea of entrepreneurial selling—where value-based selling (VBS) meets individual-level entrepreneurial constructs that tap into core facets of being entrepreneurial in one's work. We argue that concepts such as entrepreneurial mindset, alertness, imaginativeness, passion, hustle, and individual entrepreneurial orientation offer helpful yet presently untapped insights into sales behaviors, resilience, and value creation in buyer-seller relationships. By integrating core constructs in the field that represent the foundations of entrepreneurialism among individual employees, we chart a promising new research agenda that deepens understanding of how salespeople navigate uncertainty, initiate opportunity-driven interactions, and embody entrepreneurial behaviors and approaches in established firms.
{"title":"Entrepreneurial selling: Advancing value-based sales through entrepreneurial psychology","authors":"Robert J. Pidduck , Rhett Epler","doi":"10.1016/j.indmarman.2025.12.008","DOIUrl":"10.1016/j.indmarman.2025.12.008","url":null,"abstract":"<div><div>Business-to-business (B2B) sales is increasingly imbued with expectations for salespeople to adopt a posture for what the layman might term ‘being entrepreneurial’ (i.e., thinking and behaving in ways that orient towards independent creativity, proactive initiative-taking, and willingness to take risks in trying new ways of doing things). Yet, the latest advancements in entrepreneurship scholarship remain largely disconnected from the B2B scholarly audience. In this position piece, we introduce the idea of <em>entrepreneurial selling</em>—where value-based selling (VBS) meets individual-level entrepreneurial constructs that tap into core facets of being entrepreneurial in one's work. We argue that concepts such as entrepreneurial mindset, alertness, imaginativeness, passion, hustle, and individual entrepreneurial orientation offer helpful yet presently untapped insights into sales behaviors, resilience, and value creation in buyer-seller relationships. By integrating core constructs in the field that represent the foundations of entrepreneurialism among individual employees, we chart a promising new research agenda that deepens understanding of how salespeople navigate uncertainty, initiate opportunity-driven interactions, and embody entrepreneurial behaviors and approaches in established firms.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 264-278"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145925042","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 : 2025-12-26DOI: 10.1016/j.indmarman.2025.12.010
Anni Rajala , Hannu Makkonen
Supply chain digitalization (SCD), the integration of digital technologies into supply chain activities, has become a central driver of transformation in contemporary supply chain management. Despite substantial scholarly attention, empirical evidence on the performance effects of SCD remains fragmented and at times contradictory. This study addresses this inconsistency by developing and testing a value-oriented perspective that distinguishes between digital technologies that foster value creation, generating benefits for customers and partners, and those focused on value capture to retain and exploit those benefits within the firm. This meta-analysis of 73 empirical studies identifies six value-creation themes and four value-capture themes, each associated with distinct digital technologies and supply chain functions. The results show that value-creation-oriented technologies are predominantly linked to innovation outcomes and supply chain performance, whereas value-capture-oriented technologies exhibit stronger associations with both competitive performance and supply chain performance. By disentangling these underlying mechanisms, the study clarifies when and how SCD contributes to performance and offers actionable guidance for aligning digitalization initiatives with strategic objectives in supply chains.
{"title":"tA meta-analysis of the performance effects of supply chain digitalization: toward a value-oriented perspective","authors":"Anni Rajala , Hannu Makkonen","doi":"10.1016/j.indmarman.2025.12.010","DOIUrl":"10.1016/j.indmarman.2025.12.010","url":null,"abstract":"<div><div>Supply chain digitalization (SCD), the integration of digital technologies into supply chain activities, has become a central driver of transformation in contemporary supply chain management. Despite substantial scholarly attention, empirical evidence on the performance effects of SCD remains fragmented and at times contradictory. This study addresses this inconsistency by developing and testing a <strong>value-oriented perspective</strong> that distinguishes between digital technologies that foster value creation, generating benefits for customers and partners, and those focused on <strong>value capture</strong> to retain and exploit those benefits within the firm. This <strong>meta-analysis of 73 empirical studies</strong> identifies six value-creation themes and four value-capture themes, each associated with distinct digital technologies and supply chain functions. The results show that value-creation-oriented technologies are predominantly linked to innovation outcomes and supply chain performance, whereas value-capture-oriented technologies exhibit stronger associations with both competitive performance and supply chain performance. By disentangling these underlying mechanisms, the study clarifies when and how SCD contributes to performance and offers actionable guidance for aligning digitalization initiatives with strategic objectives in supply chains.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 226-245"},"PeriodicalIF":7.5,"publicationDate":"2025-12-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145840284","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 : 2025-12-26DOI: 10.1016/j.indmarman.2025.12.007
Moulik M. Zaveri , Erik A. Mooi , Peren Özturan
An undercover investigation found that Mango and Zara sourced from suppliers where employees were compelled to work for 12 hours a day in hazardous conditions (Forbes, 2024). There are many such examples, exposing the dependence of major organizations on—often barely visible—suppliers. To deal with issues such as those illustrated in this example, major organizations may use supplier codes of conduct (SCCs)— legally binding documents through which organizations manage and monitor their suppliers' ethical and socially responsible practices. The first observation is that some organizations adopt SCCs when others do not, raising the very question of whether their adoption really fosters ethical and socially responsible practices—whether they are symbolic or substantive. Second, for organizations that adopt SCCs, there is significant variation in practices. We conduct an unsupervised machine learning approach whereby the text of each SCC is analyzed to assess variation in topics. We find three categories of topics that we label customary, cooperative, and compliance SCCs. The analysis shows that cooperative SCCs are best at fostering environmental and social ESG performance, whereas compliance SCCs are best at fostering social and governance ESG performance. We discuss the theoretical and managerial implications.
{"title":"Symbolic or substantive? Can supplier codes of conduct impact ESG performance?","authors":"Moulik M. Zaveri , Erik A. Mooi , Peren Özturan","doi":"10.1016/j.indmarman.2025.12.007","DOIUrl":"10.1016/j.indmarman.2025.12.007","url":null,"abstract":"<div><div>An undercover investigation found that Mango and Zara sourced from suppliers where employees were compelled to work for 12 hours a day in hazardous conditions (<span><span>Forbes, 2024</span></span>). There are many such examples, exposing the dependence of major organizations on—often barely visible—suppliers. To deal with issues such as those illustrated in this example, major organizations may use supplier codes of conduct (SCCs)— legally binding documents through which organizations manage and monitor their suppliers' ethical and socially responsible practices. The first observation is that some organizations adopt SCCs when others do not, raising the very question of whether their adoption really fosters ethical and socially responsible practices—whether they are symbolic or substantive. Second, for organizations that adopt SCCs, there is significant variation in practices. We conduct an unsupervised machine learning approach whereby the text of each SCC is analyzed to assess variation in topics. We find three categories of topics that we label <em>customary</em>, <em>cooperative</em>, and <em>compliance</em> SCCs. The analysis shows that <em>cooperative</em> SCCs are best at fostering environmental and social ESG performance, whereas <em>compliance</em> SCCs are best at fostering social and governance ESG performance. We discuss the theoretical and managerial implications.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 214-225"},"PeriodicalIF":7.5,"publicationDate":"2025-12-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145840283","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 : 2025-12-24DOI: 10.1016/j.indmarman.2025.12.006
George Kobina VanDyck , Christopher Agyapong Siaw , Jonas Aryee , Shikhar Bhaskar , Chiwuokem Nwoko , Rahul Govind
This study examines how perceived cluster resource attractiveness (PCRA) shapes coopetition among co-located firms and how coopetition translates those resource perceptions into knowledge sharing and innovation. Building on the resource-based view, we model coopetition as the mechanism through which managers leverage valuable, unique, and complementary cluster resources into firm outcomes, and we theorize that engagement mode in cluster activities conditions this translation. Using survey data from 221 firms in a business cluster, we estimate a moderated-mediation model with regression and corroborate the results with a latent-variable SEM robustness check. Findings show that PCRA increases coopetition, and coopetition in turn enhances both knowledge sharing and innovation. However, the indirect effects depend on participation type: formal participation attenuates the coopetition to outcome link, especially for innovation, informal participation is directionally positive but statistically non-significant, and an aggregate participation robustness test confirms attenuation when firms engage in formalized participation. The study introduces PCRA as an operationalization of cluster-level resource heterogeneity, positions coopetition as an RBV-consistent mechanism, and identifies governance-based boundary conditions limiting the returns to coopetition. Practically, managers should leverage informal ties and selective formal involvement to convert cluster resources into knowledge and innovation while avoiding over-formalization that can dampen coopetitive gains.
{"title":"Contingent value of coopetition in business clusters from a resource-based view: A moderated-mediation model","authors":"George Kobina VanDyck , Christopher Agyapong Siaw , Jonas Aryee , Shikhar Bhaskar , Chiwuokem Nwoko , Rahul Govind","doi":"10.1016/j.indmarman.2025.12.006","DOIUrl":"10.1016/j.indmarman.2025.12.006","url":null,"abstract":"<div><div>This study examines how perceived cluster resource attractiveness (PCRA) shapes coopetition among co-located firms and how coopetition translates those resource perceptions into knowledge sharing and innovation. Building on the resource-based view, we model coopetition as the mechanism through which managers leverage valuable, unique, and complementary cluster resources into firm outcomes, and we theorize that engagement mode in cluster activities conditions this translation. Using survey data from 221 firms in a business cluster, we estimate a moderated-mediation model with regression and corroborate the results with a latent-variable SEM robustness check. Findings show that PCRA increases coopetition, and coopetition in turn enhances both knowledge sharing and innovation. However, the indirect effects depend on participation type: formal participation attenuates the coopetition to outcome link, especially for innovation, informal participation is directionally positive but statistically non-significant, and an aggregate participation robustness test confirms attenuation when firms engage in formalized participation. The study introduces PCRA as an operationalization of cluster-level resource heterogeneity, positions coopetition as an RBV-consistent mechanism, and identifies governance-based boundary conditions limiting the returns to coopetition. Practically, managers should leverage informal ties and selective formal involvement to convert cluster resources into knowledge and innovation while avoiding over-formalization that can dampen coopetitive gains.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 198-213"},"PeriodicalIF":7.5,"publicationDate":"2025-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145840285","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 : 2025-12-23DOI: 10.1016/j.indmarman.2025.12.001
Rafael Teixeira , Aleda V. Roth , Juliana Bonomi Santos , DeWayne Moore
This study highlights the B2B buyer services facilities network and how these networks influence service delivery and performance. The buyer's network is a critical contingency because the supplier delivers its services inside the buyer's buildings and depends on integrating buyer and supplier resources (e.g., electronic devices) for continuous delivery. Building on supply chain management literature, we identify five attributes—number of facilities, geographic distance, geographic density, variety, and volume of services—to characterize buyers' service facilities networks. We analyzed quantitative and qualitative data from Brazil's largest telecom supplier, using secondary data from 143 buyers, 21,808 services, and 3562 facilities to propose a taxonomy of B2B buyers and show how the supplier's service availability and recovery processes varied across buyer types. We focus on technology-enabled services, which require considerable resources from buyers' facilities and are exposed to the effects of the buyer's service facilities network. Our findings contextualize design concepts, offering a comprehensive view of B2B buyers, their complex idiosyncrasies, and how their facilities network affects service availability and suppliers' decisions in the “last mile” delivery context. We respond to calls to incorporate complex thinking into generic service theory and create contextualized knowledge to support service practice.
{"title":"Exploring the B2B buyer's service facilities network: Characteristics and implications for service availability in technology-enabled services","authors":"Rafael Teixeira , Aleda V. Roth , Juliana Bonomi Santos , DeWayne Moore","doi":"10.1016/j.indmarman.2025.12.001","DOIUrl":"10.1016/j.indmarman.2025.12.001","url":null,"abstract":"<div><div>This study highlights the B2B buyer services facilities network and how these networks influence service delivery and performance. The buyer's network is a critical contingency because the supplier delivers its services inside the buyer's buildings and depends on integrating buyer and supplier resources (e.g., electronic devices) for continuous delivery. Building on supply chain management literature, we identify five attributes—number of facilities, geographic distance, geographic density, variety, and volume of services—to characterize buyers' service facilities networks. We analyzed quantitative and qualitative data from Brazil's largest telecom supplier, using secondary data from 143 buyers, 21,808 services, and 3562 facilities to propose a taxonomy of B2B buyers and show how the supplier's service availability and recovery processes varied across buyer types. We focus on technology-enabled services, which require considerable resources from buyers' facilities and are exposed to the effects of the buyer's service facilities network. Our findings contextualize design concepts, offering a comprehensive view of B2B buyers, their complex idiosyncrasies, and how their facilities network affects service availability and suppliers' decisions in the “last mile” delivery context. We respond to calls to incorporate complex thinking into generic service theory and create contextualized knowledge to support service practice.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 183-197"},"PeriodicalIF":7.5,"publicationDate":"2025-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145840282","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}
Scholarly interest in social media-enabled selling (SOCSEL) – a strategy that focuses on salesperson social media use to sell to customers - has seen a dramatic rise in recent years. Studies have shown that SOCSEL brings numerous benefits to both salespeople and their organization. Although the benefits of SOCSEL are well known, there is no consensus on its conceptualization, and its measurement remains underdeveloped. In the present study, we derive a multidimensional conceptualization of SOCSEL based on prior conceptualizations. Our scale development process reveals that SOCSEL is best measured by four facets: insight acquisition, networking, engaging stakeholders, and navigating firms' sales cycles. Evidence from three samples of B2B salespeople across a variety of industries provides empirical support for our 4-dimensional structure of the SOCSEL scale. The results suggest that the scale developed in this study is a psychometrically reliable and valid measure that can help advance more empirical works related to SOCSEL.
{"title":"B-2-B social media-enabled social selling: A multi-dimensional scale development and validation","authors":"Shivan Sanjay Patel , Shivendra Kumar Pandey , Ashish Kalra","doi":"10.1016/j.indmarman.2025.12.004","DOIUrl":"10.1016/j.indmarman.2025.12.004","url":null,"abstract":"<div><div>Scholarly interest in social media-enabled selling (SOCSEL) – a strategy that focuses on salesperson social media use to sell to customers - has seen a dramatic rise in recent years. Studies have shown that SOCSEL brings numerous benefits to both salespeople and their organization. Although the benefits of SOCSEL are well known, there is no consensus on its conceptualization, and its measurement remains underdeveloped. In the present study, we derive a multidimensional conceptualization of SOCSEL based on prior conceptualizations. Our scale development process reveals that SOCSEL is best measured by four facets: insight acquisition, networking, engaging stakeholders, and navigating firms' sales cycles. Evidence from three samples of B2B salespeople across a variety of industries provides empirical support for our 4-dimensional structure of the SOCSEL scale. The results suggest that the scale developed in this study is a psychometrically reliable and valid measure that can help advance more empirical works related to SOCSEL.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 169-182"},"PeriodicalIF":7.5,"publicationDate":"2025-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145790321","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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