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Article
Publication date: 23 May 2022

Jared M. Hansen, Joseph W. Hansen and Susan R. Madsen

The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception…

745

Abstract

Purpose

The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception, evaluation and engagement of executives, managers and employees in business-to-business (B2B) companies during and after the COVID-19 pandemic. The proposed experience elements are perceived status, certainty, autonomy, relatedness and fairness. The authors demonstrate that all five elements are influential factors in B2B employees’ workplace environment during the COVID-19 pandemic. The authors outline several specific managerial implications and describe how companies can make better decisions related to several important market crisis decisions via a growth mindset built on the five experience elements. The authors also pay attention to implications to several B2B areas of research focus, including salesforce management and buying/supplier relationships.

Design/methodology/approach

The authors first examine existing B2B research to gauge if the five elements have been examined in B2B business contexts. They then analyze a combination of quantitative and qualitative survey data from 335 employees of different B2B companies to see if the five experience elements surface in discussion on how the pandemic has impacted their work experience and careers.

Findings

The authors find that several B2B research studies have looked at each of the individual components of the SCARF model, but none of them have yet included all five elements together in research or looked at them in the context of COVID-19. The results of analysis of surveys from employees in 335 B2B companies provide strong evidence that all five elements are influential factors in B2B employees workplace environment during the COVID-19 pandemic.

Originality/value

This study contributes to prior research focusing on how B2B companies can thrive during and after the COVID-19 pandemic. The research offers valuable practical insights and detailed examples of how to apply a set of five elements/experiences that industrial and business-to-business organization leaders should adopt in their conscious decision-making evaluation and in their communications with employees, suppliers and customers during and after the pandemic.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 13 July 2023

B M Razzak, Bochra Idris, Rahaman Hasan, George Saridakis and Jared M. Hansen

This paper outlines ways in which struggling ethnic minority entrepreneurial service ventures and their owners might respond to unforeseen economic and social shocks. Interviews…

499

Abstract

Purpose

This paper outlines ways in which struggling ethnic minority entrepreneurial service ventures and their owners might respond to unforeseen economic and social shocks. Interviews with owners of Bangladeshi Curry Houses in the United Kingdom — whom historically have lower performance rates compared to other ethnic minority businesses in the country — reveal that the entrepreneurs' response strategies undertaken to survive and remain in the business despite the challenges faced from operating in a turbulence environment.

Design/methodology/approach

The authors conducted depth phone interviews with owners of Bangladeshi Curry Houses in London during January and February of 2021. The Gioia methodology was applied to the interview scripts to identify which crisis themes exist.

Findings

Despite no advanced educational training, Bangladeshi owners have applied all of the different crisis management techniques present in larger companies: retrenchment, persevering, innovation, and exit. Although the results show that government schemes aimed at helping small businesses have contributed significantly to their survival, concerns regarding the post-health crisis situation remain challenging and threatening for their growth and survivability.

Originality/value

The results indicates that the ethnic minority owned small and medium-sized enterprises (SMEs) are less likely to plan for the future operations; furthermore, they tend not to have formulated a strategy for dealing with an external shock hence affecting and threatening their performance and competitiveness in the marketplace.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 29 no. 8
Type: Research Article
ISSN: 1355-2554

Keywords

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Article
Publication date: 7 September 2010

Jared M. Hansen and Michael A. Levin

The purpose of this paper is to provide a more complete theoretical model of retail e‐learning assessment module use. The location (i.e. onsite versus offsite) of assessment and…

3361

Abstract

Purpose

The purpose of this paper is to provide a more complete theoretical model of retail e‐learning assessment module use. The location (i.e. onsite versus offsite) of assessment and prior experience is treated as moderators between motivation/intention, uses, and value; and differences between subjective and objective value are investigated.

Design/methodology/approach

An exploratory, semester‐long, single‐course experiment was conducted using students (n=37) from Mexico and the USA enrolled in a retail‐focused marketing course at a university located near the border between the two countries.

Findings

Extrinsic and intrinsic motivations predict participants' use of e‐learning assessment modules. The objective and subjective value of assessment is strongly impacted by the individual's prior performance. Location of assessment moderator is significant.

Research limitations/implications

In addition to focusing on intrinsic and extrinsic motivations, retailers should also consider the possibility that prior experience and location of assessment can affect use and value. Prior experience levels of the participants were found to affect use. Retailers are cautioned not to assume mistakenly that increased use of e‐learning assessment modules results in lower performance. Rather, people that performed better in the past are less likely to use the modules. It is also found that when individuals can take the assessments offsite (e.g. at home, on the road), there is a positive impact on both objective and subjective performance. Retailers should examine the potential of permitting employees to take assessments from home (over the internet) or other remote locations.

Originality/value

The paper highlights the fact that many retailers have adopted e‐learning assessment technologies that include options for either onsite assessment (e.g. kiosks/PCs in human resource/training rooms) or offsite assessment that operations management and corporate staff can perform outside the office. However, little is known about what motivates people to use e‐learning assessment, and how it affects performance across these two locations for assessment. Moreover, knowledge of how location of use influences the relationships is currently missing.

Details

International Journal of Retail & Distribution Management, vol. 38 no. 10
Type: Research Article
ISSN: 0959-0552

Keywords

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Publication date: 30 April 2008

Jared M. Hansen, Benjamin C. Hansen and Michael D. Geurts

In this chapter, we describe how time series analysis can often provide better insight than prior year data for predicting the total impact of an atypical event – including (1…

Abstract

In this chapter, we describe how time series analysis can often provide better insight than prior year data for predicting the total impact of an atypical event – including (1) taking into account other atypical events, (2) determining if the impact lasted greater than one season, and (3) adjusting for any performance/metric “rebounding” in subsequent seasons. We demonstrate using time series analysis to estimate the impact of the 9–11 terror attacks on the Hawaiian tourism industry. Terror attacks, in addition to the potential loss of life and property, can induce a post event fear factor that results in decreased revenue and profitability for businesses and their respective industries, insurers, and tax-receiving governments.

Details

Advances in Business and Management Forecasting
Type: Book
ISBN: 978-0-85724-787-2

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Article
Publication date: 13 March 2009

Jared M. Hansen

This paper aims to evaluate the evolution of buyer‐supplier relationships from adversarial toward relational, or service‐centered, emphasis for large‐scale organizations.

5953

Abstract

Purpose

This paper aims to evaluate the evolution of buyer‐supplier relationships from adversarial toward relational, or service‐centered, emphasis for large‐scale organizations.

Design/methodology/approach

This 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.

Findings

Technology 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/implications

By 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 implications

This 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/value

This 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.

Details

Journal of Business & Industrial Marketing, vol. 24 no. 3/4
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Content available
Book part
Publication date: 30 April 2008

Abstract

Details

Advances in Business and Management Forecasting
Type: Book
ISBN: 978-0-85724-787-2

Available. Content available
Article
Publication date: 21 October 2022

Cristina Mele, Tiziana Russo-Spena, Daniela Corsaro and Michael Kleinaltenkamp

COVID-19 has dramatically changed how people live, socialise and think about their future. The disruptive shock that hit societies all over the world had a significantly negative…

887

Abstract

Purpose

COVID-19 has dramatically changed how people live, socialise and think about their future. The disruptive shock that hit societies all over the world had a significantly negative impact on businesses, creating not only economic discontinuity but also uncertainty and disorientation. This special issue on COVID-19 aims to phrase the pandemic crisis and its impact on how to do business.

Design/methodology/approach

The authors follow MacInnis’s (2011) suggestion that a conceptual article sees what others have identified in a new or revised way.

Findings

The authors develop the crisis management framework. The authors acknowledge that disruptive events may be repeated, and their consequences will have long-term and permanent impacts. These aspects highlight the need for a systemic approach in which the focus is not limited to an analysis of the cause of the crisis and ways of solving it but includes the paths through which the business, economic and social systems evolve because of the crisis.

Practical implications

Managerial policies, business models and practices that have been effective up to now will probably no longer work. Beyond this backdrop, the articles compiled in this special issue aim to help set the agenda for post-COVID business research

Originality/value

The authors identify four primary themes captured by these articles: strategies, capabilities, organisational transformations and value processes. In their entirety, they represent pieces of a conceptual puzzle that do not provide knowledge of “hard facts” but rather a “soft interpretation of how to approach the “new normal”, i.e. a new social and business context.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Content available
Article
Publication date: 7 September 2010

Neil Towers

579

Abstract

Details

International Journal of Retail & Distribution Management, vol. 38 no. 10
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 13 March 2009

Adam Lindgreen, Balázs Révész and Mark Glynn

The purpose of this article is to provide a brief summary of all the articles in this special issue.

4728

Abstract

Purpose

The purpose of this article is to provide a brief summary of all the articles in this special issue.

Design/methodology/approach

Briefly discusses each article in this special issue.

Findings

This special issue of Journal of Business & Industrial Marketing aims to understand in greater depth both business‐to‐business purchasing and various types of buyer‐seller relationships. The authors selected 14 articles that provide an in‐depth understanding of the critical issues involved in purchasing orientations.

Originality/value

The article highlights how the papers in the special issue seek to understand in greater depth both business‐to‐business purchasing and various types of buyer‐seller relationships.

Details

Journal of Business & Industrial Marketing, vol. 24 no. 3/4
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Content available
Article
Publication date: 13 March 2009

507

Abstract

Details

Journal of Business & Industrial Marketing, vol. 24 no. 3/4
Type: Research Article
ISSN: 0885-8624

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