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The objective of the Contemporary Marketing Practices (CMP) research program is to develop an understanding of how firms relate to their markets in a manner that integrates both traditional and more modern views of marketing, and incorporates an understanding of both the antecedents and consequences of different practices. This paper aims to review its first decade.

The paper adopts a theoretical approach. It reviews the history of CMP research and its outcomes. The assessment concludes with a discussion of the program's contribution to marketing knowledge and some issues and challenges for future research.

Now a decade old, the CMP research program has undertaken research in over 15 countries. The study finds that it has made a unique contribution to marketing knowledge by bridging the gap between theory and practice.

By adopting a multi‐paradigm philosophy and a multi‐method approach, a broad perspective has been achieved that integrates the traditional managerial view of marketing with relational and process arguments.

The literature has traditionally argued that marketing in firms serving consumer markets is, and should be, different from that in firms serving business markets. This research investigates the marketing practices of 279 firms in Canada and New Zealand to examine the relevance of the consumer/B2B dichotomy in the context of a contemporary conceptual framework. The results show that while consumer firms are somewhat more transactional in their approach to the market and B2B firms are more relational, overall patterns of marketing practice are similar across firm type. Theoretical, practical, and research implications are discussed.

This article introduces a method for assessing network dynamics over time. It integrates a qualitative approach to data collection with a bifocal approach to data analysis, i.e. where data are interpreted with two lenses: qualitative and quantitative.

The dynamics of an entrepreneurial firm's network are analyzed by combining: content and event analysis of case data and network maps with the use of UCINET 6, a software package developed for social network analysis.

In illustrating the bifocal approach, steps related to data collection, preparation and analysis are discussed. The findings show how the bifocal approach captures change in both a network's structure and its interactions, through a firm's life‐stages.

The primary limitation of the approach is that reliance on UCINET 6 statistics oversimplifies network analysis. Thus, optimal use of the approach is best achieved when the structural patterns generated by UCINET 6 are balanced by qualitative analysis of the interactional dimensions of the network on a longitudinal basis. Future research opportunities include cross‐network analysis and examination of the networks of lead entrepreneurs in comparison with one another, over time.

The bifocal approach allows examination of network power shifts and identification of opportunities for strategic action and relationship management.

This article shows that the application of the bifocal approach facilitates a more meaningful analysis of networks than does a purely qualitative approach. It allows for time‐based examination of whole systems of organizations and scrutiny of dimensions pertaining to both network structure and the interactions and relationships between individual actors.

Examines the entrepreneurial high‐technology firm′s use of networks for international market development. Multisite case research and a mail survey form the empirical base for the study. Findings indicate that international market choice and mode of entry for small entrepreneurial high‐technology firms are largely shaped by the interest of various network players. Influential network relationships may be both formal (e.g. business contacts) and informal (e.g. family). Early relationships with large firms are particularly influential in the entrepreneurial high‐technology firm′s internationalization process. Networks are used to share some, but not all, international marketing activities. Concludes that network analysis offers a rich perspective on the international development patterns of entrepreneurial firms. Outlines research and managerial implications on the basis of these exploratory findings.

Attempts to consider how a founder has reduced equivocality in relation to support networks and reducing risks, especially in an international environment. Presents the case studies of five Danish and Australian born global companies. Considers different global models and their limitations. Presents the findings of recent surveys in this area. Concludes that internationalization has not been the primary objective in the founding process and gives direction for further research.

This study aims at providing exploratory insights into the initiative and capabilities of Chinese SMEs to develop and utilize diverse networks to support internationalization. Such network development and utilization efforts are fundamental to the analysis and explanation of Chinese firms’ internationalization patterns and outcomes. Extending from the existing network studies in the Chinese context that generally put emphasis on strong‐tie and ethnic‐oriented networks, this paper investigates and explains explicitly the use and effects of both strong‐ and weak‐tie networks in the international development of Chinese SMEs. Indepth case studies on four rapidly internationalized Chinese SMEs are conducted. The case findings demonstrate that weak‐tie networks are essential to the firms’ business development in foreign markets; and were proactively developed and utilized in the course of the firms’ development. The cases also provide alternative perspectives to the beliefs and values underpinning strong‐tie networks presumed in existing literature. The findings draw attention to the changing business values and approaches of the Chinese firms aiming at developing internationally. Managerial implications concerning the significant influence of effective networking on internationalization are pinpointed.

Seeks to provide a historical case study of the founding and development of the Journal of Business & Industrial Marketing from the perspective of the two editors of the journal covering the first 20 years of publication.

The editors report on their experiences of establishing and nurturing the journal over a 20‐year period. Individual experiences are reported along with specific historical events and specific journal contents.

The paper provides information about the history of the journal and its founding, indicating the difficulties and managerial skills necessary to accomplish such a task. The paper also recognizes the 20‐year growth and contribution of the journal and those who contributed to it.

The viewpoints of the editors are anecdotal and recall events as far back as 20 years. They summarize the events of a 20‐year period in the article, relying on memory and information from archival files.

The paper provides one description of the founding and development of a leading journal in the field of business and industrial marketing. A list is presented summarizing Special Issues and significant milestones of the journal. The paper is a must‐read for anyone contemplating starting a new journal.

This article presents the only complete history of the Journal of Business & Industrial Marketing.

Systematic research examining the mechanisms that mediate the dynamic capability–performance relationship remains scarce. So too is research on the conditions under which these mechanisms might be influential. Accordingly, this study aims to build upon business network research to examine how a firm’s dynamic network capability (DNC) impacts firm performance, mediated by the speed of product reconfiguration (i.e. new product development [NPD] speed) and bounded by firm age.

The authors conduct moderated mediation analysis on survey data from small- and medium-sized manufacturing and technology firms in the USA. This study uses an initial survey and then a follow-up survey.

The findings support the general view that DNC is instrumental to firm performance, regardless of firm age. However, DNC operates differently for younger vs older firms. That is, DNC’s impact on the performance of younger firms is enabled by speeding up NPD, while much of the performance impact for older firms appears to be through alternative resource reconfiguration route(s). This study identifies the need to include a mediating variable such as resource reconfiguration to detect how DNC impacts performance.

The model could include different dimensions of mediating resource reconfigurations, alternative boundary conditions and longer-term data.

This study provides managers with insight on how speed of product reconfiguration (in terms of NPD) operates in the DNC–performance relationship. It also helps them understand how this relationship changes in younger vs older firms.

To the best of the authors’ knowledge, this study is the first to provide empirical evidence on how DNC operates to influence performance in firms that are younger vs older.