bluuebunny/crossref_metadata_2025_split huggingface dataset:
Marketing logics for competitive advantage?
Authors: Tollin Karin , Jones Richard 
Published: April 2009

PurposeThis paper aims to address two issues facing marketing management: firstly, the need to make marketing a more central function of the firm; and secondly to explore ways in which marketing can be more innovative.Design/methodology/approachThe logic of marketing management as practised by corporate marketing executives (CMEs) is investigated. Logics describe the sensemaking activities of managers which help explain the disparate ways in which marketing managers approach similar marketing problems. The paper develops a framework for analysing managerial decision making. The research applies a grounded theory technique and 15 personal in‐depth interviews are carried out with top managers in marketing (CMEs) in three financial services companies, three telecommunications and IT companies, and nine pharmaceutical companies.FindingsThe results suggest four main logics, i.e. performance, communication, stakeholder and innovation. These are then defined in terms of management and marketing capabilities.Research limitations/implicationsThe paper develops a framework in which to examine the use of logics in marketing management. In the actual survey the authors examined only a relatively small sample of organisations in a few industries, but in considerable depth. The research does however give the basis for a more quantitative study to generalise the existence of these logics and investigate their links with company performance.Practical implicationsThis paper gives important managerial insights into the ways in which managers' logics both limit and provide opportunities for managerial action. The findings will help managers become more reflexive towards the tacit assumptions they make about the business environment, the tasks that they undertake and the capabilities that they need to develop.Originality/valueThe paper represents a new and unique way of addressing marketing management. Management logics and sensemaking have been studied in the management literature but their repercussions for marketing managers have not been fully explored. The paper paves the way for further research into the role of marketing logics in influencing managerial action.
Improving tacit knowledge transfer within SMEs through e‐collaboration
Authors: Harris Robert John 
Published: April 2009

PurposeThe implementation of e‐learning can help SMEs to develop skills to cope with their operational environments, but current literature suggests they are not effectively engaged, partly due to a lack of understanding and mistrust of vendors. This paper considers the potential for a more effective transfer of marketing knowledge to firms through e‐learning and e‐collaboration frameworks.Design/methodology/approachThis research identifies the perceptions of SMEs towards e‐learning and the propensity of managers to embrace technology‐based training. It investigates SMEs preference for training delivery and the potential for an e‐centric collaborative learning environment to support effective knowledge transfer.FindingsOrganisations must be capable of learning from experiences and of disseminating learning, to respond to emerging market conditions. The research endorses the need for a focused approach to e‐learning that facilitates social interaction and learning in order to harness the value of shared tacit knowledge.Research limitations/implicationsThe research sample was limited to 24 respondents from the West Midlands region.Practical implicationsSupport providers need to maximise their research effort in order to fully understand the social and cultural implications of e‐collaboration, and offer effective solutions that will allow SMEs to manage and develop their tacit knowledge resources effectively.Originality/valueThis paper identifies the need for e‐learning solutions to be constructed to add value to the learning experience and to harness the potential for exploiting tacit knowledge in SMEs.
Towards developing a theoretical framework for measuring public sector managers' career success
Authors: Mohd Rasdi Roziah , Ismail Maimunah , Uli Jegak , Mohd Noah Sidek 
Published: April 2009

PurposeThe purpose of this paper is to develop a theoretical framework for measuring public sector managers' career success.Design/methodology/approachThe theoretical foundation used in this study is social cognitive career theory. To conduct a literature search, several keywords were identified, i.e. career success, objective and subjective career success, managers, managerial career development and social cognitive career theory. Several electronic databases available in the university's library, such as Emerald, EBSCOHost, SAGE, Science Direct and Blackwell Synergy, were used to search for resources. Literature includes sources written in both English and Malay.FindingsThe four factors that have predictive potential on managers' career success are individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and the person‐environment fit factor. Career success should be operationalized using both objective and subjective career success.Research limitations/implicationsThe study was exploratory, based on a literature review. Empirical study is needed to examine the predictive potential of the four key factors (i.e. individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and person‐environment fit factor) for public sector managers' career success.Practical implicationsStrengthening the HRD framework through organizational development, personnel training and development and career development may develop and unleash individual potential which leads to positive career outcomes (objective and subjective career success).Originality/valueThe research constructs a theoretical framework which outlines the predictive potential of four key factors on public sector managers' career success. The four key factors can be developed through HRD practices.
Trainee perceptions of training transfer: an empirical analysis
Authors: Nikandrou Irene , Brinia Vassiliki , Bereri Elissavet 
Published: April 2009

PurposeThe purpose of the paper is to present an empirical study based on a trainee‐oriented systemic model for training transfer. The paper examines trainee characteristics which affect the motivation to learn and transfer and determine the trainees' entry behavior. Then, during the training process, the complex interactions among the trainer, the trainees and the content and method used are taken into account to assess what are here termed direct and indirect training transfer. Finally, organizational factors affecting both the training transfer and the trainee him/herself are examined.Design/methodology/approachThe authors used 44 in‐depth interviews with trainees from different organizations who participated in a training program that was based on an innovative experiential training method (project method).FindingsThe results reveal the importance of trainee characteristics in the training transfer process and provide useful insights regarding the design and management of the training program.Originality/valueThe qualitative methodology used is a strong element of this study as it provides rich information regarding the training transfer process. The research design framework, i.e. interviewing trainees one year after the training took place, revealed important factors affecting the training transfer process.
Benchmarking the impact of customer share in key‐supplier relationships
Authors: Eggert Andreas , Ulaga Wolfgang , Hollmann Sabine 
Published: April 2009

PurposeBusiness marketers increasingly pursue greater shares of their customers' business. While the merits of such a strategy are straightforward from a supplier perspective, this paper aims to explore its consequences from the customer's point‐of‐view.Design/methodology/approachDrawing on resource‐dependence theory, value and dependence are established as fundamental characteristics of buyer‐seller relationships. Data envelopment analysis is used as a benchmarking tool to integrate these characteristics into a common efficiency score indicating the customer‐perceived attractiveness of a sourcing relationship. A post‐DEA‐regression‐analysis explores the link between sourcing attractiveness and relative customer share.FindingsThis research suggests a quadratic relationship between sourcing attractiveness and relative customer share. The perceived level of sourcing attractiveness improves until the local maximum is reached and declines beyond a relative customer share of 61.33 per cent.Research limitations/implicationsAdditional fraction of variability (R2) in sourcing attractiveness explained by customer share displays a modest, yet substantial, level. Studies on customer share in comparable contexts found similarly low levels.Practical implicationsSourcing attractiveness provides an interesting metric for assisting managers in their decision‐making. Instead of comparing supplier relationships across the board, the proposed approach allows to compare relationships against their best‐in‐class benchmark. Findings suggest that the vast majority of supplier relationships still offers avenues for further improving the existing supply bases. Pushing the share of customer beyond its optimum level, however, will have negative consequences for the customer‐perceived attractiveness of the sourcing relationship.Originality/valueThe paper contributes to a better understanding of the consequences of customer share marketing from the customer's perspective.
High‐tech, innovative products: identifying and meeting business customers' value needs
Authors: Lindgreen Adam , Antioco Michael , Palmer Roger , van Heesch Tim 
Published: April 2009

PurposeDuring the industrial purchasing process of high‐tech, innovative products, various decision‐influencers within buying companies evaluate the attractiveness of the manufacturer's market offering; namely the “value” of the offering. This paper aims to identify the various tangible and intangible value elements requested by the business customer, and the stage(s) of the purchasing process in which these value considerations take place.Design/methodology/approachThis paper develops a framework that will effectively guide manufacturers of high‐tech, innovative products to market, and customize, their offer throughout the different stages of prospective business customers' purchasing process.FindingsThe findings, derived from in‐depth interviews, demonstrate that manufacturers should focus on distinctive product‐, service‐, and supplier‐related value elements, and that the particular elements depend on the different decision‐influencers, as well as the different stages of the purchasing process.Originality/valueThe paper discusses some avenues for future research in the marketing of high‐tech products.
The mediating effect of supplier oriented purchasing on conflict in inter‐firm relationships
Authors: Humphreys Michael A. , Williams Michael R. , Goebel Daniel J. 
Published: April 2009

PurposeThe paper has two main purposes: to define and examine supplier oriented purchasing (SOP) as an effective relational exchange practice for organizational buyers and to empirically examine the degree to which supplier oriented purchasing can mediate the impact of manifest conflict on buyer‐supplier relationships.Design/methodology/approachA model is developed and tested examining the relationship among manifest conflict, relationship satisfaction and SOP. Data collection involved judgment sampling and survey methodology in a field setting using organizational buyers as subjects. Construct measures were based on existing measures and previous research. Measurement reliability and validity were established using exploratory and confirmatory factor analysis. Hypotheses were tested using SEM and accepted methods for testing mediation effects.FindingsAll hypotheses were supported concerning SOP mediating the negative impact of manifest conflict on relationship satisfaction. Post hoc analyses of the effects of individual dimensions of supplier oriented purchasing revealed that communication had the strongest positive impact on relationship satisfaction.Research limitations/implicationsSampling was regional in scope and included professional purchasing personnel across industry sectors. Data collection was cross‐sectional and future research would benefit from a longitudinal methodology. Additional directions for future research include using SOP in more complex models of relationship marketing to better understand the ability of SOP to mediate conflict.Practical implicationsSupplier oriented purchasing can be viable relational exchange practices for organizational buyers. The supplier oriented purchasing construct provides specific tactics across multiple dimensions of purchasing that buyers can use toward fostering effective relationships with key partners such as suppliers. In line with current research on relationship marketing, supplier oriented purchasing can have a significant role in mitigating and managing inter‐organizational conflict.Originality/valueThe study examines SOP, contributing to an under‐researched area of purchasing strategy and practice and supports that SOP mediates the negative effect of manifest conflict in buyer‐supplier relationships.
The role of inter‐personal relationships in the dissolution of business relationships
Authors: Gedeon Ioanna‐Maria , Fearne Andrew , Poole Nigel 
Published: April 2009

PurposeThis paper aims to explore the role that inter‐personal relationships play in promoting or hindering the dissolution of business relationships operating in the UK food industry.Design/methodology/approachThe case study methodology was used to explore the dissolution of 11 business relationships and the role of inter‐personal relationships therein.FindingsThe findings demonstrate the critical role of personal relationships in the dissolution processing, acting as a catalyst, a precipitator and an extenuating factor in the dissolution process.Research limitations/implicationsThe case studies draw exclusively on the experiences and perceptions of suppliers to uncover the dynamics of dissolved business relationships. However, this is not surprising, given the sensitive nature of the subject. Moreover, the two‐stage methodology used for identifying case study candidates should prove beneficial to other researchers in this area.Practical implicationsThe case study findings illustrate that important though they are, personal relationships are a means to an end not an end in themselves. Failure to use close personal relationships to deliver commercial benefits leaves the supplier vulnerable.Originality/valueThis is one of very few papers to provide empirical evidence of the dissolution process in business relationships, using a novel case study methodology that may prove useful for other researchers working in this under‐researched area.
The evolution of buyer‐supplier relationships: an historical industry approach
Authors: Hansen Jared M. 
Published: April 2009

PurposeThis paper aims to evaluate the evolution of buyer‐supplier relationships from adversarial toward relational, or service‐centered, emphasis for large‐scale organizations.Design/methodology/approachThis paper uses the historical method to review historical changes through synthesized qualitative (i.e. field notes and industry interviews) and quantitative (i.e. company reports, Compustat queries, trade reports, and survey) research.FindingsTechnology and information sharing in B2B relationships engender integrated value chains. Within these value chains, service‐centered view of B2C relationships have been adopted in B2B relationships, resulting in changes in supplier roles and how they are measured.Research limitations/implicationsBy focusing on large scale buyer‐supplier relationships within supply chains (e.g. Wal‐Mart, Royal Phillips, ElecSound, China Minmetals, The People's Republic of China), which may affect the generalizability to small‐business applications, this paper provides some guidance on which customer levels (in a value chain) an organization should focus. The evolution of buyer‐supplier relationships towards more cooperative relationships results in changing roles such as co‐managed inventory, where suppliers are authorized to write themselves orders.Practical implicationsThis paper is a very useful source of information for practitioners and educators about recent trends in large‐scale buyer‐supplier relationships, including slotting allowances, co‐managed inventory practices, and selling teams. It also provides a buyer‐seller trust matrix that can be used for teaching or developing relational strategy in organizations and classrooms.Originality/valueThis paper provides description of changes in sales force roles and measures, including the roles of responsiveness, empowerment, trust (both supplier and supplier representative), and information sharing not previously found in the literature. Survey research establishes the external validity of the qualitative research.
Competence‐based risk perception in the project business
Authors: Veres Zoltán 
Published: April 2009

PurposeThe perceived risk of services is not characterized by being inevitably higher than that of tangible products but rather by the fact that performance risk is bilateral and process‐like. The aim of this paper is to explore the nature of this competence‐based risk perception during different project transactions.Design/methodology/approachThe research approach is a qualitative, exploring one. The elements of the theoretical framework have been explored with the help of parallel supplier and buyer in‐depth interviews. In terms of industry coverage the focus of the study was in the traditional engineering areas including some other players of b2b project markets in the participant group.FindingsBuyers' perceived performance risk can be linked to the presumed weaknesses of the supplier in professional background, personnel, size or technology, and to certain external factors. Risk perception coming from mainly competence asymmetry can be reduced by interactive communication but it must be adjusted to the buyer's comprehension level. Intensive two‐way communication may be to justify the appropriateness of the buyer's decision.Practical implicationsUnderstanding the risk perception of buyers can improve the management of purchasing activity and the purchasing process as well as the proactive behaviour of the supplier. Exploring the risk behaviour of the supplier can help to harmonize the selling/procuring activities of the supplier/buyer.Originality/valueThe originality of the paper lies in the process‐like, bilateral modelling of risk perception in the service transaction. Based upon this approach a comparative interviewing has been carried out.
Insights into the process of changing sourcing strategies
Authors: Faes Wouter , Matthyssens Paul 
Published: April 2009

PurposeThe aim of this article is to identify the motivations driving the process of changing sourcing strategy from single sourcing to multiple sourcing or vice versa.Design/methodology/approachTen cases of sourcing strategy change were investigated. A qualitative research method is used to uncover the richness of these change processes.FindingsMost of the advantages and disadvantages stated in the literature were confirmed. Identical objectives (cost cutting and quality improvement) were present in all cases, although changes took place in opposite directions. Contextual factors, such as standardisation and supplier base reduction efforts shape purchasing strategy more than previously thought. The dynamic nature of the product lifecycle also seems to be an important determinant.Research limitations/implicationsAlthough the results of qualitative case study research can only be “generalised” in a limited way, the case details help to identify the dynamics of sourcing strategy switches and to interpret the rationale behind these moves. Confirmatory follow‐up research covering both the demand and supply side of the market is needed.Practical implicationsSwitching sourcing modes is of strategic relevance to managers as lifecycle costing strategies are influenced by them. Managers should plan these decisions more effectively, evaluating the factual pros and cons of a proposed sourcing mode switch and taking the dynamics of supply markets into account.Originality/valueThe importance of the different motives for sourcing strategy changes clearly varies with the dynamism of the context (market situations and strategic intentions of buyers). A model linking the buyers' portfolio matrix to the product life cycle on the supply market is proposed.
Offshore outsourcing: a managerial framework
Authors: Tate Wendy L. , Ellram Lisa M. 
Published: April 2009

PurposeThis paper aims to present a managerial framework that facilitates successful supplier selection and ongoing management for purchasing services from offshore suppliers.Design/methodology/approachThis research is grounded in transaction cost theory and developed using data from case studies of six Fortune 500 firms that have a minimum of three years experience purchasing services from suppliers located in India.FindingsViewing the selection and management of suppliers for the purchase of offshore outsourced services as strategic in nature helps organizations ensure quality and low cost in the service delivery and also reduces complexity and associated risk to the organization.Research limitations/implicationsThe overarching limitation is the number and size of the companies being researched.Practical implicationsThis research presents a framework to guide managers in reducing risk and improving performance in these complex service purchases. Formalizing the selection and management of offshore outsourced services and investing in supplier improvements/measurement was found to improve operating relationships and enhance the business‐to‐business relationship.Originality/valueThis research provides a supply management perspective on a relatively new phenomenon. There has been little academic research on business process offshoring and few theoretical insights to guide managers in the purchase of services from suppliers located in different geographies with different cultures and operating structures. This paper looks at this phenomenon from a US‐based perspective and provides guidelines for managers.