Abduction

, 109, 110

Abductive inquiry

, 121

Activities

, 76–77

Actors

, 4, 5, 16, 17, 73–75

Artificial intelligence

, 86

BitByByte Creations

, 133

Boeing 737 MAX

, 138–139

BonAlive case study

bigger solution

, 129

building business relationships

, 126–127

company background

, 125–126

first products

, 127–129

way to go forward

, 129–130

Boundary spanning H2H interactions

, 84–85, 88

Boundary spanning interactions

, 135

Branding. See also Corporate branding

, 19, 92

Business actors

, 12, 14, 17

Business interaction

branding

, 19

business relationships

, 14–16

IMP approach

, 11–12

insights for practitioners

, 18–19

network approach

, 16–18

Business marketing

, 3–5, 12, 14, 19

Business markets

, 31–32, 36–38, 43–50

Business relationships

, 2–4, 14–16, 32–33

Business-to-business (B2B)

, 31–36, 38, 90, 104, 131

branding goes wrong

, 137–143

Business-to-consumer (B2C) markets

, 2, 131, 137

Case research

, 104, 110

Co-branding

, 44, 50

Company A

, 137–138

Company B

, 140

Confirmability

, 119

Constructivism

, 98

Corporate brand

, 51–55, 89, 90, 92, 94

Corporate branding

, 2, 3, 19, 36–38, 145, 146, 147, 148

B2B markets

, 43–44

B2B SME branding

, 47–48

historical development

, 46

insights for practitioners

, 48–49

phases

, 44–45

product branding

, 44

SMEs

, 46–47

Corporate identity

benefits

, 52–53

concept

, 52

creation

, 90–91, 94

firm representatives

, 54–55

insights for managers

, 55–56

literature

, 51–52

SME perspective

, 53–54

Corporate reputation

antecedents

, 57–58

benefits

, 60–61

challenges

, 61–63

creation

, 91, 94

image debate

, 58–60

insights for managers

, 63–64

SMEs

, 61–63

Corporate strategy

, 21–29

Credibility

, 117

Data analysis

, 106–107

Data collection

, 105–106

Deduction

, 110

Dependability

, 119

Digital media

, 86

Effectuation theory

, 24–25

E-mail interviews

, 115

Embedded network approach

, 35–36

Epistemology

, 98–99

Events

, 111, 112

External H2H interactions

, 83–84, 88

External INB dimension

, 70–71, 148

Face-to-face interviews

, 115

Federal Aviation Administration (FAA)

, 138

Firm representatives

, 83, 85, 87

Human actors

, 81–82

Human-to-human (H2H) interactions

, 90, 94

boundary spanning H2H interactions

, 84–85

business-to-business (B2B)

, 140

definitions

, 88, 135, 143

external H2H interactions

, 83–84

human actors

, 81–82

internal H2H interactions

, 83

managers

, 86–87

small and medium-sized enterprises (SMEs)

, 85–86

Identity creation

, 90–91

Illustrative case examples

, 125–135

Indium Technology

, 133

Induction

, 110

Industrial Marketing and Purchasing (IMP) Group

, 2

business interaction

, 11–12

environment surrounding the interaction

, 14

interaction parties

, 12

interaction process between firms

, 12–13

relationship atmosphere

, 13

Insights

managers

, 38, 55–56, 77–78

practitioners

, 18–19, 48–49

Interactions

, 11–20

Interactive Network Branding (INB)

activities

, 76–77

actors

, 73–75

definition

, 2–3

definitions

, 135, 143

dimensions

, 69–73

human-to-human interaction

, 84

insights for managers

, 77–78

methodological issues

, 97–102

model

, 89–94

origins

, 1–3

people understandings

, 3–4

practical implications

, 149–151

process research

, 111–121

resources

, 75–76

small- and medium-sized enterprises (SMEs)

, 1–5

strengths

, 147–149

successful cases

, 125–135

Internal aspects

, 51

Internal H2H interactions

, 83, 88

Internal INB dimension

, 69–70, 148

Interpretation

, 106, 107

Interpretivism

, 98

Interpretivist approaches

, 99–100

Johnson & Johnson (J&J) Corporation

, 138

Longitudinal data

, 121

Managerial implications

, 150

Market management

, 31–39

Markets as networks approach

, 34–35

Methodological approach

, 100–101

MiTale case study

business partners

, 133

company background

, 130–131

products and services

, 131–132

solution and way forward

, 134

Mutual INB dimension

, 71–73, 148

My First Calendar

, 131

Naïve realism

, 98

Narrative research

, 121

Negative case analyses

, 118

Network approach

, 16–18

Networking

, 146, 147, 149

Network position

, 91–92, 94

Networks

, 2–4

Nongovernmental organizations (NGOs)

, 84

Normal science

, 97

Objectivism

, 98

Ontology

, 98

Paradigm shift

, 102

Peer debriefing

, 118

Point mapping approach

, 112

Practices

, 24

Practitioners

, 86

Praxis

, 23

Process research

, 111–121

Prolonged engagement

, 117

Qualitative case studies

case research strategy and design

, 104

data analysis

, 106–107

data collection

, 105–106

designing research

, 107–108

managers

, 109–110

presentation of data

, 107

withness approach

, 106

Qualitative data access

, 113–115

Qualitative research

, 116–120

Referrals

, 62, 65

Reputation

, 57–65, 143

awareness

, 143

creation

, 91

damage

, 143

mismanagement

, 143

Research paradigm

, 102

Resources

, 75–76

Restoring reputation

, 143

Sanalanka

, 131

Small and medium-sized enterprise (SME)

, 1–5, 16, 38, 46–47

corporate brands

, 89

corporate identity

, 53–54

corporate reputation

, 57–65

failure in North Wales

, 139–140

guidelines

, 137–143

human-to-human interactions

, 85–86

MiTale

, 130

relevance

, 147

SME networks

effectuation approach

, 24–25

insights for practice

, 27–29

strategizing

, 21–22, 25–26

Social constructivist

, 99–100, 102

Strategizing

, 21–22

activities

, 27

actors

, 26–27

business networks

, 21–22

key concepts

, 23

practice

, 24

practitioners

, 24

praxis

, 23

resources

, 27

strategy as practice

, 22–23

Subjectivism

, 98

Time and process

, 111

Transferability

, 118

Triangulation

, 118, 121

Trustworthiness

confirmability

, 119

credibility

, 117

definitions

, 121

dependability

, 119

transferability

, 118

Value analysis

, 33–34

Withness approach

, 106, 110