Pub Date : 2024-10-14DOI: 10.1016/j.indmarman.2024.10.005
In recent years, we have witnessed a massive proliferation of artificial intelligence (AI) in all parts of society and business. Advances in AI are rapidly changing business-to-business marketing as well, with substantial implications for business-to-business theory and practice. In an extension of Ritter and Pedersen's (2020) phases of digitalization in business-to-business firms and through conceptual integration and development, this paper argues that digitalization has entered a new phase based on the generative capabilities of AI, which produce seemingly authentic artefacts, interactions, and datasets that cannot be consistently recognized as artificial, i.e. machine created with no or limited connection to real entities such as persons and places but which can be mistaken for having such connections. The paper outlines the characteristics of this evolution of digitalization and develops a research agenda for this fifth phase of digitalization, including the need for digital authorization to moderate the development of digital authenticity into value creation.
{"title":"Digital authenticity: Towards a research agenda for the AI-driven fifth phase of digitalization in business-to-business marketing","authors":"","doi":"10.1016/j.indmarman.2024.10.005","DOIUrl":"10.1016/j.indmarman.2024.10.005","url":null,"abstract":"<div><div>In recent years, we have witnessed a massive proliferation of artificial intelligence (AI) in all parts of society and business. Advances in AI are rapidly changing business-to-business marketing as well, with substantial implications for business-to-business theory and practice. In an extension of Ritter and Pedersen's (2020) phases of digitalization in business-to-business firms and through conceptual integration and development, this paper argues that digitalization has entered a new phase based on the generative capabilities of AI, which produce seemingly authentic artefacts, interactions, and datasets that cannot be consistently recognized as artificial, i.e. machine created with no or limited connection to real entities such as persons and places but which can be mistaken for having such connections. The paper outlines the characteristics of this evolution of digitalization and develops a research agenda for this fifth phase of digitalization, including the need for digital authorization to moderate the development of digital authenticity into value creation.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142432086","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 : 2024-10-12DOI: 10.1016/j.indmarman.2024.10.003
Managing competing logics is a challenging task with significant risks if not done properly. Current research presents conflicting views, suggesting that contradictions between competing logics must either be resolved or tolerated. To bridge these conflicting perspectives, this study enhances a relational paradox view to understand how competing logics can coexist without paralyzing organizations. Our study extends existing literature by demonstrating that competing logics can coexist under specific conditions, including time and innovation pressures. When these conditions are present, individuals can reach temporary agreements to move forward, without fundamentally resolving the underlying contradiction. These findings elucidate why competing logics do not paralyze organizations. This research suggests new avenues for studying practices to manage competing logics from a relational paradox perspective.
{"title":"Moving forward without resolution: Managing competing logics through a temporary agreement","authors":"","doi":"10.1016/j.indmarman.2024.10.003","DOIUrl":"10.1016/j.indmarman.2024.10.003","url":null,"abstract":"<div><div>Managing competing logics is a challenging task with significant risks if not done properly. Current research presents conflicting views, suggesting that contradictions between competing logics must either be resolved or tolerated. To bridge these conflicting perspectives, this study enhances a relational paradox view to understand how competing logics can coexist without paralyzing organizations. Our study extends existing literature by demonstrating that competing logics can coexist under specific conditions, including time and innovation pressures. When these conditions are present, individuals can reach temporary agreements to move forward, without fundamentally resolving the underlying contradiction. These findings elucidate why competing logics do not paralyze organizations. This research suggests new avenues for studying practices to manage competing logics from a relational paradox perspective.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416632","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 : 2024-10-10DOI: 10.1016/j.indmarman.2024.09.010
Upstream manufacturers selling through downstream multi-line dealers are tasked with motivating dealer salespeople to sell their products rather than competitive products. To do so, they often attempt to reduce dealer salespeople's perceived risk by sending personable representatives into the field, showcase the quality of their products, and/or increase dealer salespeople's familiarity with the products; however, these costly and time-consuming tactics may be for naught if downstream dealer salespeople are solution oriented when searching for and proposing products of the highest value to a unique customer. Thus, the extent to which salespeople are solution oriented alters the impact of manufacturers' tactics toward increasing dealer salespeople's effort. The findings of this three-source, multi-level study reveal that dealer salespeople's solution orientation has nuanced effects on the ability of upstream manufacturer tactics to influence their focused effort. More specifically, there is a negative interaction effect between salesperson solution orientation and both liking of a manufacturer field representative and manufacturer product quality on a salesperson's focused effort. However, there is a positive interaction effect between salesperson solution orientation and familiarity with a manufacturer's products on a salesperson's focused effort. In turn, a salesperson's focused effort directly affects both objective and subjective performance measures.
{"title":"Channeling influence: The impact of downstream salesperson solution orientation within a business-to-business channel","authors":"","doi":"10.1016/j.indmarman.2024.09.010","DOIUrl":"10.1016/j.indmarman.2024.09.010","url":null,"abstract":"<div><div>Upstream manufacturers selling through downstream multi-line dealers are tasked with motivating dealer salespeople to sell their products rather than competitive products. To do so, they often attempt to reduce dealer salespeople's perceived risk by sending personable representatives into the field, showcase the quality of their products, and/or increase dealer salespeople's familiarity with the products; however, these costly and time-consuming tactics may be for naught if downstream dealer salespeople are solution oriented when searching for and proposing products of the highest value to a unique customer. Thus, the extent to which salespeople are solution oriented alters the impact of manufacturers' tactics toward increasing dealer salespeople's effort. The findings of this three-source, multi-level study reveal that dealer salespeople's solution orientation has nuanced effects on the ability of upstream manufacturer tactics to influence their focused effort. More specifically, there is a negative interaction effect between salesperson solution orientation and both liking of a manufacturer field representative and manufacturer product quality on a salesperson's focused effort. However, there is a positive interaction effect between salesperson solution orientation and familiarity with a manufacturer's products on a salesperson's focused effort. In turn, a salesperson's focused effort directly affects both objective and subjective performance measures.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416781","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 : 2024-10-04DOI: 10.1016/j.indmarman.2024.09.004
The implementation of IoT solutions transforms business-to-business markets. This transformation is not limited to technological changes. It also affects the actors and activities that characterize markets. We argue that the possibility of forms of exclusion / inclusion, as interpreted in Luhmann's theory, has important consequences for IoT solutions. Different from prior studies which have focused on why and how market-related forces exclude actors from a market, this research aims to provide a comprehensive overview of possible exclusion phenomena linked to IoT implementation in business markets, concerning its affected actors, mechanisms, and consequences. Using ‘cold cases’, this research uses case study methodology to identify potential forms of exclusion and inclusion. It then develops a framework that identifies different situations of exclusion and inclusion. Finally, it suggests avenues for future research and provides managerial implications for the actors concerned in this context.
{"title":"Exclusion and inclusion on business markets: Impacts of the Internet-Of-Things (IoT)","authors":"","doi":"10.1016/j.indmarman.2024.09.004","DOIUrl":"10.1016/j.indmarman.2024.09.004","url":null,"abstract":"<div><div>The implementation of IoT solutions transforms business-to-business markets. This transformation is not limited to technological changes. It also affects the actors and activities that characterize markets. We argue that the possibility of forms of exclusion / inclusion, as interpreted in Luhmann's theory, has important consequences for IoT solutions. Different from prior studies which have focused on why and how market-related forces exclude actors from a market, this research aims to provide a comprehensive overview of possible exclusion phenomena linked to IoT implementation in business markets, concerning its affected actors, mechanisms, and consequences. Using ‘cold cases’, this research uses case study methodology to identify potential forms of exclusion and inclusion. It then develops a framework that identifies different situations of exclusion and inclusion. Finally, it suggests avenues for future research and provides managerial implications for the actors concerned in this context.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416780","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 : 2024-10-04DOI: 10.1016/j.indmarman.2024.09.007
Organizational agility (OA) is a prominent strategic goal considered to be a key to success, especially in conditions of volatility, uncertainty, complexity, and ambiguity. In this paper, we flip the dominant research focus, that is, how to build or how to transform towards OA, to the under-investigated topic of how to maintain and weave it into the fabric of an organization. We draw on data from eight fast-growing B2B ventures that operate internationally. These companies may be considered revelatory for the study of OA, given that they outperform despite the inherent uncertainty and the liabilities of their new business, the complexity arising from a volatile international environment, and the internal turbulence resulting from their fast growth.
We build on a paradoxical lens to understand whether and how OA assists in engaging with alternative strategic demands – e.g. stability and change, local and global demand, short- and longer-term horizons, and respective resource allocation- that arise from their external and internal environment.
Theoretical contributions lie in a reconceptualization of OA that is ‘future-fit’ and supports fast growth over the long term, in a better understanding of growth drivers in entrepreneurial ventures, and with the identification and resolution of paradox in a new – fast-growth - context. For management practice, we offer advice regarding where and how to develop agility to continuously benefit from the ability to respond to internal and external change and avoid tensions in the future.
组织敏捷性（OA）是一个突出的战略目标，被认为是成功的关键，尤其是在动荡、不确定、复杂和模糊的条件下。在本文中，我们将主流研究重点，即如何建立或如何向组织敏捷性转型，转移到了研究不足的如何保持组织敏捷性并将其融入组织结构这一课题上。我们借鉴了八家在国际上快速发展的 B2B 企业的数据。这些公司可以说对 OA 的研究具有启示意义，因为尽管它们的新业务存在固有的不确定性和负债，尽管动荡的国际环境带来了复杂性，尽管快速增长造成了内部动荡，但它们仍然表现出色。我们的理论贡献在于对 "适合未来 "并支持长期快速增长的 OA 进行重新概念化，更好地理解创业企业的增长动力，以及在新的快速增长背景下识别和解决矛盾。在管理实践方面，我们就在何处以及如何发展敏捷性提供建议，以便不断从应对内部和外部变化的能力中获益，并避免未来的紧张局势。
{"title":"The balancing act: Organizational agility in fast-growing international ventures","authors":"","doi":"10.1016/j.indmarman.2024.09.007","DOIUrl":"10.1016/j.indmarman.2024.09.007","url":null,"abstract":"<div><div>Organizational agility (OA) is a prominent strategic goal considered to be a key to success, especially in conditions of volatility, uncertainty, complexity, and ambiguity. In this paper, we flip the dominant research focus, that is, how to build or how to transform towards OA, to the under-investigated topic of how to maintain and weave it into the fabric of an organization. We draw on data from eight fast-growing B2B ventures that operate internationally. These companies may be considered revelatory for the study of OA, given that they outperform despite the inherent uncertainty and the liabilities of their new business, the complexity arising from a volatile international environment, and the internal turbulence resulting from their fast growth.</div><div>We build on a paradoxical lens to understand whether and how OA assists in engaging with alternative strategic demands – e.g. stability and change, local and global demand, short- and longer-term horizons, and respective resource allocation- that arise from their external and internal environment.</div><div>Theoretical contributions lie in a reconceptualization of OA that is ‘future-fit’ and supports fast growth over the long term, in a better understanding of growth drivers in entrepreneurial ventures, and with the identification and resolution of paradox in a new – fast-growth - context. For management practice, we offer advice regarding where and how to develop agility to continuously benefit from the ability to respond to internal and external change and avoid tensions in the future.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416636","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 : 2024-10-02DOI: 10.1016/j.indmarman.2024.09.009
How firms respond to institutional turbulence while entering foreign markets remains a research gap in international business today. This is especially true due to the scarcity of understanding regarding the interaction between a firm's network development and its decision-making process. We employ a historical multiple-case study method to investigate three Swedish firms and their foreign market entry into China between 1980 and 2010. Our findings show that while firms followed the incremental pathwork suggested by the Uppsala Model, their internationalization shifted from causal prediction to effectual flexibility due primarily to institutional turbulence that led them to hiatus and reorganization of interrelated network relationships. Our research makes two significant observations related to firms establishing insidership network positions that deserve future research attention: On the one hand, firms' network development is influenced by institutional turbulence, and on the other hand, firms' network position also influences further significant institutional changes by themselves.
{"title":"Institutions, effectuation and network outsidership: Reviews and case studies of foreign market entry","authors":"","doi":"10.1016/j.indmarman.2024.09.009","DOIUrl":"10.1016/j.indmarman.2024.09.009","url":null,"abstract":"<div><div>How firms respond to institutional turbulence while entering foreign markets remains a research gap in international business today. This is especially true due to the scarcity of understanding regarding the interaction between a firm's network development and its decision-making process. We employ a historical multiple-case study method to investigate three Swedish firms and their foreign market entry into China between 1980 and 2010. Our findings show that while firms followed the incremental pathwork suggested by the Uppsala Model, their internationalization shifted from causal prediction to effectual flexibility due primarily to institutional turbulence that led them to hiatus and reorganization of interrelated network relationships. Our research makes two significant observations related to firms establishing insidership network positions that deserve future research attention: On the one hand, firms' network development is influenced by institutional turbulence, and on the other hand, firms' network position also influences further significant institutional changes by themselves.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416634","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 : 2024-10-01DOI: 10.1016/j.indmarman.2024.09.008
Ambivalence is innate in the strategic choices entrepreneurs must make, yet we lack understanding of ambivalence in an entrepreneurial business network context. Drawing from the IMP research stream and the sociological theory of ambivalence, this paper addresses this gap to shed light on the role of ambivalence in strategizing (process of making strategy) network development and use. Using qualitative case studies of craft brewing entrepreneurs, we develop a theoretical framework consisting of three processes: 1) experiences of ambivalence in interaction, 2) strategizing ambivalence experienced, and 3) dynamics of change in ambivalence over time. Our findings suggest three forms of relational strategizing, ‘divide and conquer’, ‘please and appease’, and ‘abide and decide’. Strategizing and experiences of ambivalence are continually adapted as the entrepreneurs make sense of changes in interaction processes within a social structure. Implications for theory and practice are suggested.
{"title":"Strategizing in business networks: The ambivalent entrepreneur","authors":"","doi":"10.1016/j.indmarman.2024.09.008","DOIUrl":"10.1016/j.indmarman.2024.09.008","url":null,"abstract":"<div><div>Ambivalence is innate in the strategic choices entrepreneurs must make, yet we lack understanding of ambivalence in an entrepreneurial business network context. Drawing from the IMP research stream and the sociological theory of ambivalence, this paper addresses this gap to shed light on the role of ambivalence in strategizing (process of making strategy) network development and use. Using qualitative case studies of craft brewing entrepreneurs, we develop a theoretical framework consisting of three processes: 1) experiences of ambivalence in interaction, 2) strategizing ambivalence experienced, and 3) dynamics of change in ambivalence over time. Our findings suggest three forms of relational strategizing, ‘divide and conquer’, ‘please and appease’, and ‘abide and decide’. Strategizing and experiences of ambivalence are continually adapted as the entrepreneurs make sense of changes in interaction processes within a social structure. Implications for theory and practice are suggested.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416633","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 : 2024-10-01DOI: 10.1016/j.indmarman.2024.09.011
Using a matched survey of 209 buyer-supplier pairs, this study adopts a dyadic approach to investigate the impact of congruence in specific investments on innovation performance. It explores the mediating role of knowledge acquisition and moderating role of digital collaboration capability. The study focuses on the outcomes differentiated by levels of investment congruence (high-high vs. low-low congruence) and scenarios (congruence vs. in congruence), including the direction of incongruence (buyer-higher vs. supplier-higher incongruence). The findings indicate that investment congruence correlates with increased knowledge acquisition compared with incongruence, particularly for high-high specific investment congruence. In cases of incongruence, scenarios with supplier-higher incongruence led to more effective knowledge acquisition compared with buyer-higher incongruence. The research also reveals that congruence in specific investments indirectly enhances buyer innovation performance through knowledge acquisition, and the effect is enhanced by digital collaboration capabilities. This study thereby contributes to the business-to-business literature by revealing how and when congruence in specific investments influence innovation performance.
{"title":"Do we get along well? A dyadic study of how and when congruence in specific investments influence innovation","authors":"","doi":"10.1016/j.indmarman.2024.09.011","DOIUrl":"10.1016/j.indmarman.2024.09.011","url":null,"abstract":"<div><div>Using a matched survey of 209 buyer-supplier pairs, this study adopts a dyadic approach to investigate the impact of congruence in specific investments on innovation performance. It explores the mediating role of knowledge acquisition and moderating role of digital collaboration capability. The study focuses on the outcomes differentiated by levels of investment congruence (high-high vs. low-low congruence) and scenarios (congruence vs. in congruence), including the direction of incongruence (buyer-higher vs. supplier-higher incongruence). The findings indicate that investment congruence correlates with increased knowledge acquisition compared with incongruence, particularly for high-high specific investment congruence. In cases of incongruence, scenarios with supplier-higher incongruence led to more effective knowledge acquisition compared with buyer-higher incongruence. The research also reveals that congruence in specific investments indirectly enhances buyer innovation performance through knowledge acquisition, and the effect is enhanced by digital collaboration capabilities. This study thereby contributes to the business-to-business literature by revealing how and when congruence in specific investments influence innovation performance.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142416779","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 : 2024-09-24DOI: 10.1016/j.indmarman.2024.09.005
This research explores how salesperson competitiveness fuels both benign (positive) and malicious (negative) forms of envy, impacting sales performance positively and negatively, respectively. This study contributes to the sales literature by examining “self” and “other” oriented forms of competitiveness in relation to envy, investigating the effects of malicious and benign envy on sales performance, and showing that dedication can amplify the effects of benign envy on sales performance. The findings highlight the nuanced effects of the “double-edged sword” of salesperson competitiveness through both positive (benign) and negative (malicious) forms of envy on salesperson performance.
{"title":"Resolving the salesperson competitiveness-performance paradox: The role of benign vs. malicious envy","authors":"","doi":"10.1016/j.indmarman.2024.09.005","DOIUrl":"10.1016/j.indmarman.2024.09.005","url":null,"abstract":"<div><div>This research explores how salesperson competitiveness fuels both benign (positive) and malicious (negative) forms of envy, impacting sales performance positively and negatively, respectively. This study contributes to the sales literature by examining “self” and “other” oriented forms of competitiveness in relation to envy, investigating the effects of malicious and benign envy on sales performance, and showing that dedication can amplify the effects of benign envy on sales performance. The findings highlight the nuanced effects of the “double-edged sword” of salesperson competitiveness through both positive (benign) and negative (malicious) forms of envy on salesperson performance.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142314273","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 : 2024-09-13DOI: 10.1016/j.indmarman.2024.09.002
This article investigates data-related tensions and their corresponding coping strategies arising from inter-firm collaboration in digital servitization ecosystems. We conducted a systematic literature review based on thematic and network analyses, covering a sample of 191 articles on digital servitization. The findings offer a set of 11 tensions organized into six dimensions: (i) data strategy, (ii) data partnership governance, (iii) data reliability, (iv) data security and privacy, (v) data interoperability, and (vi) data lifecycle. Additionally, we identify seven coping strategies to address these tensions, which we categorized into three approaches: (i) governance, (ii) technology, and (iii) organization. These tensions and their corresponding coping strategies are arranged and presented in a conceptual framework, leading into five propositions. We also provide a research agenda outlining future research opportunities to expand knowledge on the tensions arising from inter-organizational relationships when creating and providing data-driven services. For practitioners, we offer insights into how to manage ecosystem relationships by suggesting strategies to cope with these tensions, and for policy makers we shed light on crucial matters for future data governance policies and laws.
{"title":"Data-related tensions in digital servitization ecosystems: A systematic literature review","authors":"","doi":"10.1016/j.indmarman.2024.09.002","DOIUrl":"10.1016/j.indmarman.2024.09.002","url":null,"abstract":"<div><p>This article investigates data-related tensions and their corresponding coping strategies arising from inter-firm collaboration in digital servitization ecosystems. We conducted a systematic literature review based on thematic and network analyses, covering a sample of 191 articles on digital servitization. The findings offer a set of 11 tensions organized into six dimensions: (i) data strategy, (ii) data partnership governance, (iii) data reliability, (iv) data security and privacy, (v) data interoperability, and (vi) data lifecycle. Additionally, we identify seven coping strategies to address these tensions, which we categorized into three approaches: (i) governance, (ii) technology, and (iii) organization. These tensions and their corresponding coping strategies are arranged and presented in a conceptual framework, leading into five propositions. We also provide a research agenda outlining future research opportunities to expand knowledge on the tensions arising from inter-organizational relationships when creating and providing data-driven services. For practitioners, we offer insights into how to manage ecosystem relationships by suggesting strategies to cope with these tensions, and for policy makers we shed light on crucial matters for future data governance policies and laws.</p></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":null,"pages":null},"PeriodicalIF":7.8,"publicationDate":"2024-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142229389","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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