Industrial Marketing Management最新文献_第4页

Digital platform ecosystems: A systemic view of power wielded by the platform orchestrators over complementors 数字平台生态系统：对平台协调者凌驾于互补者之上的权力的系统看法

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-10-15 DOI: 10.1016/j.indmarman.2025.10.001

Cristina Simone, Antonio Laudando, Silvia Scardini

In the rising shaped-by-platforms landscape, increasing power has been concentrated in the hands of a few dominant digital platform orchestrators. This growing dominance has brought the issue of power asymmetries between platform orchestrators and complementors to the forefront of economic and managerial literature. Although most studies attribute the dominant position of platform orchestrators primarily to their economic power, it represents only one source of a broader multidimensional power. This study unveils a critical literature gap: the lack of systemic frameworks enlightening the multiple sources of the platform orchestrators' power. The research addresses this gap, adopting the systems thinking perspective that enables to enrich literature in two ways: first, to move beyond a monolithic definition of the platform orchestrator's power by identifying three different sources from which it emerges (economic, technological and regulatory); and second, to integrate the static view of platform orchestrators' power by enlightening how each source affects the other according to recursive interdependent feedback loops. The originality of this work is double: 1) it provides an insightful taxonomy of the three main sources of the platform orchestrator's power; 2) it develops a 3 × 3 matrix shedding light on the interdependences and feedback loops among the three sources of power.

在由平台塑造的格局中，越来越多的权力集中在少数占主导地位的数字平台协调者手中。这种日益增长的主导地位，已将平台协调者与互补者之间的权力不对称问题推到了经济和管理文献的前沿。尽管大多数研究将平台协调者的主导地位主要归因于他们的经济实力，但它只代表了更广泛的多维权力的一个来源。这项研究揭示了一个关键的文献缺口：缺乏系统的框架来启发平台协调者权力的多种来源。该研究解决了这一差距，采用了系统思考的视角，可以从两个方面丰富文献：首先，通过确定平台协调者的权力产生的三个不同来源（经济、技术和监管），超越了对平台协调者权力的单一定义；第二，通过揭示每个源如何根据递归的相互依赖的反馈循环影响其他源，来整合平台编排器力量的静态视图。这项工作的原创性是双重的：1)它提供了平台编排者权力的三个主要来源的深刻分类；2)建立了一个3 × 3矩阵，揭示了三种电源之间的相互依赖关系和反馈回路。

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引用次数: 0

Micro-level tactics salespeople use to pursue large B2B deals: A semi-systematic review and research agenda 销售人员用于追求大型B2B交易的微观策略：半系统的审查和研究议程

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-10-03 DOI: 10.1016/j.indmarman.2025.09.001

Mohamed Zohdy Rateb, Byron W. Keating, Shasha Wang

This study investigates the micro-level tactics (i.e., common short-term actions) salespeople use to secure large business-to-business (B2B) deals, a crucial yet underexplored topic in the sales literature. Using a semi-systematic review of 66 articles, we identify three core tactics: stakeholder management, product tactics, and commercial tactics. These tactics are essential for navigating the nonlinear, iterative processes involved in large B2B deal pursuits, which often require cross-functional collaboration and adapting to organizational complexities. Our analysis reveals that stakeholder management, particularly communication and trust-building, is pivotal across all stages of the sales process. Product (tangible and intangible) and commercial tactics (price and contract terms), further support deal progression by aligning with client needs and organizational goals. Drawing on Activity Theory, the study also highlights the importance of adapting sales approaches to a given context and identifies significant challenges regarding the interplay between sales tactics and different environmental factors. A future research agenda is provided to further our understanding of how micro-level tactics can be optimized to achieve specific deal outcomes, such as winning new business, renewals, and reacquisitions. The findings provide practical insights for sales professionals, emphasizing the need for adaptive tactics that align with broader organizational objectives.

本研究调查了销售人员用于确保大型企业对企业（B2B）交易的微观层面策略（即常见的短期行动），这是销售文献中一个至关重要但尚未得到充分探讨的话题。通过对66篇文章的半系统回顾，我们确定了三个核心策略：利益相关者管理、产品策略和商业策略。这些策略对于导航大型B2B交易中涉及的非线性迭代过程至关重要，这通常需要跨职能协作并适应组织的复杂性。我们的分析表明，利益相关者管理，特别是沟通和建立信任，在销售过程的各个阶段都是至关重要的。产品（有形和无形）和商业策略（价格和合同条款），通过与客户需求和组织目标保持一致，进一步支持交易进展。根据活动理论，该研究还强调了根据特定环境调整销售方法的重要性，并确定了销售策略与不同环境因素之间相互作用的重大挑战。未来的研究议程提供了进一步了解如何优化微观层面的策略，以实现具体的交易结果，如赢得新业务，续约和再收购。研究结果为销售专业人员提供了实用的见解，强调了与更广泛的组织目标相一致的适应性策略的必要性。

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引用次数: 0

Conceptualizing the Industrial Metaverse: From Technological Layers to Business Value 概念化工业元世界：从技术层到业务价值

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-10-16 DOI: 10.1016/j.indmarman.2025.10.003

Dominik A. Henkel, Björn S. Ivens

The ongoing digitalization of industrial processes has given rise to new concepts, with the Industrial Metaverse (IM) emerging as a promising development. The IM represents an immersive, data-driven ecosystem that integrates technologies such as augmented reality, digital twins, and artificial intelligence to interconnect physical and digital environments. Despite increasing relevance, research on the IM remains scarce, particularly regarding its conceptual structure, application areas, and value contribution. This study addresses this gap by applying a qualitative research design based on 25 expert interviews across multiple industries. Taking an inductive approach, we propose an IM Canvas of seven interdependent layers in a hierarchical structure and identify 16 use cases across six application areas. We then link these areas to four dimensions of business value: creation, capture, enhancement, and protection. The findings advance theory by positioning the IM as both a continuation of digitalization and a disruptive shift that redefines ecosystems. By integrating the actors–resources–activities perspective, the IM Canvas extends existing frameworks of digital transformation and highlights the dual role of the IM as a technological enabler and an organizational transformer. This article provides a conceptual foundation for future IM research and guidance for firms to leverage the potential of this digital ecosystem.

工业过程的持续数字化产生了新的概念，工业元宇宙（IM）成为一个有前途的发展。IM代表了一个沉浸式的、数据驱动的生态系统，它集成了增强现实、数字孪生和人工智能等技术，以互连物理和数字环境。尽管相关性越来越大，但对IM的研究仍然很少，特别是关于其概念结构，应用领域和价值贡献。本研究通过采用基于多个行业的25位专家访谈的定性研究设计来解决这一差距。采用归纳的方法，我们提出了一个由层次结构中的七个相互依赖层组成的IM画布，并在六个应用领域中确定了16个用例。然后，我们将这些领域与业务价值的四个维度联系起来：创建、获取、增强和保护。这些发现通过将IM定位为数字化的延续和重新定义生态系统的颠覆性转变，从而推进了理论。通过集成参与者-资源-活动的视角，IM画布扩展了现有的数字转换框架，并突出了IM作为技术推动者和组织转换器的双重角色。本文为未来的IM研究提供了概念基础，并为企业利用这一数字生态系统的潜力提供了指导。

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引用次数: 0

Technology-enabled democratization: Impact of generative AI on content marketing agencies 技术民主化：生成式人工智能对内容营销机构的影响

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-10-02 DOI: 10.1016/j.indmarman.2025.09.007

Risqo Wahid , Joel Mero , Paavo Ritala

This study investigates how technology-enabled democratization affects market structures and incumbent firm strategies, with a focus on generative AI and content marketing agencies (CMAs). While past technologies augment marketing capabilities, generative AI redistributes core creation, technical, and economic capabilities—challenging traditional agency–client dynamics and prompting strategic reconfigurations among incumbent firms. Drawing on a qualitative study of 22 professionals from CMAs and their clients, we develop a framework showing how generative AI enables widespread content marketing capabilities, alters content marketing market structures, and forces CMAs to redefine their value propositions. Our findings reveal a shift from execution-based services to expertise-driven roles, including creative consulting, hyper-personalization, and AI-enabled service innovation. We contribute theoretically by extending the concept of technology-enabled democratization, offering a structured framework that links capability redistribution, market restructuring, and incumbent response strategies. Practically, we propose a playbook to help CMAs adapt to this transformation through (1) strategic repositioning, (2) operational integration, (3) ethics, regulation, and compliance, (4) and market and client engagement. Overall, the study offers conceptual and managerial insights into the evolving interplay between generative AI, market democratization, and marketing agency transformation.

本研究探讨了技术民主化如何影响市场结构和现有企业战略，重点关注生成式人工智能和内容营销机构（cma）。虽然过去的技术增强了营销能力，但生成式人工智能重新分配了核心创造、技术和经济能力，挑战了传统的代理-客户动态，并促使现有公司之间的战略重新配置。通过对来自cma及其客户的22位专业人士的定性研究，我们开发了一个框架，展示了生成式人工智能如何实现广泛的内容营销能力，改变内容营销市场结构，并迫使cma重新定义其价值主张。我们的研究结果揭示了从基于执行的服务到专业驱动的角色的转变，包括创造性咨询、超个性化和人工智能支持的服务创新。我们从理论上扩展了技术民主化的概念，提供了一个连接能力再分配、市场重组和现任应对策略的结构化框架。实际上，我们提出了一个剧本来帮助cma通过(1)战略重新定位，(2)运营整合，(3)道德、监管和合规，(4)市场和客户参与来适应这种转变。总体而言，该研究为生成式人工智能、市场民主化和营销机构转型之间不断发展的相互作用提供了概念和管理见解。

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引用次数: 0

Finding the right partner for vertical coopetition between developers and publishers: An empirical study in the context of the digital video game industry 为开发商和发行商之间的垂直合作寻找合适的合作伙伴：数字电子游戏行业背景下的实证研究

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-10-21 DOI: 10.1016/j.indmarman.2025.10.002

Hoon S. Choi , Emmanuel W. Ayaburi

Vertical coopetition has become popular in various business domains, such as electronics, logistics, vehicles, and information technologies. However, scholarly inquiry into the determinants of vertical coopetition success remains scarce, highlighting the need for further academic investigation. Adopting the resource-based view, this study examines the determinants from two perspectives: the corporate resources and product portfolios of developers and publishers participating in vertical coopetition. Using empirical data from the digital video game market, one of the largest cultural and creative industries (CCIs), the study reveals that different aspects of developers and publishers influence vertical coopetition success. Specifically, a developer's corporate resources—measured by financial resource, operational efficiency, and accumulated experience—significantly impact the success of digital video games, while the corporate resources of publishers have a negligible effect. In contrast, a publisher's product portfolio attributes—such as product diversity, product similarity, and risk aversion—significantly influence the success, but these attributes of a developer do not affect it. The findings suggest that developers should pay closer attention to publishers' product portfolios, while publishers should consider developers' corporate resources to find the right partners for vertical coopetition.

垂直合作在电子、物流、车辆和信息技术等各个商业领域都很流行。然而，对垂直竞争成功的决定因素的学术研究仍然很少，这表明需要进一步的学术研究。本研究采用资源基础的观点，从企业资源和参与垂直合作的开发商和发行商的产品组合两个角度考察了垂直合作的决定因素。通过使用来自数字电子游戏市场（游戏邦注：这是最大的文化创意产业之一）的经验数据，该研究揭示了开发商和发行商的不同方面对垂直合作成功的影响。具体来说，开发商的企业资源（以财务资源、运营效率和经验积累来衡量）对数字电子游戏的成功有着重大影响，而发行商的企业资源的影响微不足道。相比之下，发行商的产品组合属性（如产品多样性、产品相似性和风险规避）会显著影响成功，但开发者的这些属性不会影响成功。研究结果表明，开发者应该更加关注发行商的产品组合，而发行商则应该考虑开发商的企业资源，以寻找合适的垂直合作伙伴。

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引用次数: 0

Effects of environmental and organizational factors on relationship performance: A comparison between component and OEM suppliers 环境与组织因素对关系绩效的影响：零配件供应商与OEM供应商之比较

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-11-14 DOI: 10.1016/j.indmarman.2025.11.001

Tun-Chih Kou

Studies have used the resource-based view (RBV) to examine firms' internal assets and explain the formation of business-to-business (B2B) relationships. However, the RBV does not distinguish between the different types of resources shared in B2B relationships. This study extended the RBV in the B2B context by using the “capability, knowledge, and resource” framework to classify organizational resources into three categories: capabilities, knowledge, and resources. It then employed this extended framework to empirically examine how suppliers leverage three types of organizational resources—innovativeness (capability), knowledge protection (knowledge), and relationship-specific investments (resource)—to enhance their B2B relationships with industrial customers under technological environmental uncertainty. Innovativeness helps suppliers gain a competitive advantage in the technology market, knowledge protection prevents the leakage of sensitive technological information, and relationship-specific investments allow suppliers to maintain and improve their relationships with industrial customers under evolving technology trends. The results provide evidence that technological environmental uncertainty can drive innovativeness and relationship-specific investments, which can lead to superior relationship performance. However, the direct effect of knowledge protection on relationship performance is nonsignificant. Furthermore, comparative analysis revealed that, in response to technological uncertainty, component suppliers have stronger preferences for innovativeness and knowledge protection than OEM suppliers do.

研究使用资源基础观点（RBV）来检验企业的内部资产，并解释企业对企业（B2B）关系的形成。然而，RBV并不区分B2B关系中共享的不同类型的资源。本研究运用“能力、知识和资源”的框架，将组织资源分为能力、知识和资源三类，在B2B背景下对RBV进行了扩展。然后运用这一扩展框架实证检验了供应商如何利用三种类型的组织资源——创新（能力）、知识保护（知识）和关系特定投资（资源）——在技术环境不确定性下加强与工业客户的B2B关系。创新有助于供应商在技术市场中获得竞争优势，知识保护可以防止敏感技术信息的泄露，关系特定投资可以使供应商在不断发展的技术趋势下保持和改善与工业客户的关系。研究结果表明，技术环境的不确定性可以驱动创新和关系特定投资，从而导致更优的关系绩效。而知识保护对关系绩效的直接影响不显著。此外，对比分析发现，面对技术不确定性，零部件供应商对创新和知识保护的偏好高于OEM供应商。

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引用次数: 0

AI strategy for global brand identity 全球品牌识别的人工智能战略

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-10-29 DOI: 10.1016/j.indmarman.2025.10.007

S. Gupta, T.C. Melewar, P. Foroudi

Artificial intelligence can shape how a brand will behave, perceived and recognised by its stakeholders. A brand strategy when fed by an algorithm integrated into business processes combined with use of AI applications, can deliver personalised experiences that reflect on value brand offers and build its credibility that encourages stakeholders to trust the brand. The transparency in actions of the brand with a clear and consistent narrative establishes the foundation stones of its identity at the local, national and global level. The analysis of brand narratives offered by stakeholders strengthen its identity required by the B2B segment that needs reduced errors and operational time required for growth across national boundaries.

人工智能可以塑造一个品牌的行为、被利益相关者感知和认可的方式。通过将算法集成到业务流程中，并结合人工智能应用程序的使用，品牌战略可以提供个性化的体验，反映品牌提供的价值，并建立其可信度，鼓励利益相关者信任品牌。品牌行动的透明度与清晰一致的叙事建立了其在地方，国家和全球层面的身份基石。利益相关者提供的品牌叙事分析加强了B2B细分市场所需的品牌身份，B2B细分市场需要减少错误和跨国界增长所需的运营时间。

引用次数: 0

Interaction and networking for adaptation in a complex and challenging environment: Special issue editorial 在复杂和具有挑战性的环境中促进适应的互动和网络：特刊社论

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-11-22 DOI: 10.1016/j.indmarman.2025.11.006

Simone Guercini, Matilde Milanesi

引用次数: 0

How do different organizational functions contribute to customer value proposition development 不同的组织职能如何促进客户价值主张的发展

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-11-21 DOI: 10.1016/j.indmarman.2025.09.008

Joona Keränen , Simon Kelly , Paul Johnston

Different organizational functions contribute unique insights into customer value proposition development (CVPD). However, current research has predominantly focused on exploring how firms can co-create value propositions with external stakeholders, such as customers and broader network actors, while paying less attention to the contributions of internal stakeholders. To address this gap, this study explores how different organizational functions drive or hinder CVPD. By adopting a critical realist approach and qualitative research design, we draw empirical insights from interviews with 24 senior managers across marketing, sales, R&D, and product management functions in a wide range of firms in different industries. Our findings reveal the unique contributions and expertise that marketing, sales, R&D, and product management bring to CVPD. In addition, we also shed light on the perceived frictions that each function might cause in the cross-functional collaboration, thus hindering effective CVPD. Overall, this study advances contemporary value proposition research by offering a functional-level analysis and demonstrating that CVPD is not solely a top-down organizational or strategic activity but also a bottom-up and cross-functional process where the contributions of different functions are needed to create a customer value proposition that resonates with customers and other stakeholders.

不同的组织功能对客户价值主张开发（CVPD）有独特的见解。然而，目前的研究主要集中在探索企业如何与外部利益相关者（如客户和更广泛的网络参与者）共同创造价值主张，而较少关注内部利益相关者的贡献。为了解决这一差距，本研究探讨了不同的组织功能如何推动或阻碍CVPD。通过采用批判性现实主义方法和定性研究设计，我们从不同行业的众多公司的24位高级管理人员的访谈中得出实证见解，这些高级管理人员涉及市场营销、销售、研发和产品管理职能。我们的研究结果揭示了市场营销、销售、研发和产品管理为CVPD带来的独特贡献和专业知识。此外，我们还阐明了每个功能在跨功能协作中可能引起的感知摩擦，从而阻碍了有效的CVPD。总体而言，本研究通过提供功能层面的分析，并证明CVPD不仅是自上而下的组织或战略活动，而且是自下而上和跨职能的过程，需要不同职能的贡献来创造与客户和其他利益相关者产生共鸣的客户价值主张，从而推进了当代价值主张研究。

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引用次数: 0

Leveraging digital capabilities for ESG performance: The mediating roles of innovativeness and resilience in the UK healthcare sector 利用数字化能力提高ESG绩效：英国医疗保健行业创新和弹性的中介作用

IF 7.5 1区管理学 Q1 BUSINESS

Industrial Marketing Management

Pub Date : 2025-11-01 Epub Date: 2025-11-19 DOI: 10.1016/j.indmarman.2025.11.004

Pantea Foroudi , Outi Blackburn , Nektarios Tzempelikos , Farbod Fakhreddin

This study examines the extent to which digital business capabilities (DBCs) influence B2B firms' environmental, social, and governance (ESG) performance, and explores the mediating roles of business model innovativeness (BMI) and organisational resilience (OR) in this relationship. In addition, it investigates the moderating effects of absorptive capacity (AC) and market dynamism (MD), offering insights into how internal and external conditions shape the DBC–ESG performance linkage. Drawing on empirical data from managers in the UK healthcare sector, the study finds that while DBCs may not directly impact ESG outcomes, they play a crucial enabling role by positively influencing internal capabilities such as innovativeness and resilience. The direct DBC–ESG link is not significant in the pooled sample, but does emerge in the B2B healthcare context, while the most consistent pathway is the indirect effect through resilience. Furthermore, firms with higher levels of AC are better positioned to leverage digital capabilities for innovation. However, the positive effect of resilience on ESG performance is weakened under conditions of high MD. This study contributes to the literature on the drivers of ESG performance by elucidating how firms can manage ESG practices through the interplay of digital capabilities, innovation, and resilience.

本研究考察了数字业务能力（DBCs）对B2B企业环境、社会和治理（ESG）绩效的影响程度，并探讨了商业模式创新性（BMI）和组织弹性（OR）在这种关系中的中介作用。此外，本文还研究了吸收能力（AC）和市场活力（MD）的调节作用，为内部和外部条件如何塑造DBC-ESG绩效联系提供了见解。根据英国医疗保健行业管理者的经验数据，该研究发现，尽管dbc可能不会直接影响ESG结果，但它们通过积极影响创新和弹性等内部能力，发挥了至关重要的推动作用。直接的DBC-ESG联系在汇总样本中并不显著，但确实出现在B2B医疗保健环境中，而最一致的途径是通过弹性产生的间接影响。此外，AC水平较高的公司更有能力利用数字能力进行创新。然而，在高MD条件下，弹性对ESG绩效的积极影响被削弱。本研究通过阐明企业如何通过数字能力、创新和弹性的相互作用来管理ESG实践，为ESG绩效驱动因素的文献做出了贡献。

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引用次数: 0