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The purpose of this paper is to extend existing theories of b2b networks over non‐profit networks.

The paper sheds light on the network organisational forms recently implanted in the academic community. the analytic induction method is used to extend b2b network concepts to a non‐profit context. The concepts of b2b networks are critically analysed and applied to explorative case studies of networks in academia. The paradox of open knowledge exchange in these networks is revealed and an attempt is made to elucidate it.

B2b network concepts should be modified before being extended to non‐profits. Propositions are suggested to adapt b2b network concepts to explain non‐profit networks. Questions to address in further research are developed.

The main conclusions are only applicable to specific types of networks. Only academic networks are reviewed. The case study approach does not allow for generalizing the findings and deriving a set of concepts for non‐profit networks, and thus, calls for further research.

There may be space for achieving excellence in research by facilitating interpersonal rather than interorganisational research networks. This is important, since by facilitating interpersonal networks one can escape from organisational bureaucracy.

The study reports networking between the non‐profits, an issue largely neglected by marketing researchers, and contributes to its understanding in the frame of existing b2b network concepts.

Marxism‐Leninism has played an instrumental role in the achievement and consolidation of a hitherto unparalleled concentration of power by the Communist Party of the Soviet Union. The key aspects of this ideology are: (1) the concept of a Vanguard Party led by professional revolutionaries which possesses the true Marxist class consciousness unattainable by the workers themselves; and (2) Lenin′s distinction between strategy and tactics. While the ultimate strategic goal is the worldwide overthrow of capitalism, the tactical steps by which this goal is to be achieved must continuously be adapted to the prevailing requirements of time, place and circumstances. There is no indication, so far, that perestroika represents the abandonment of the strategic goal of world revolution; rather, it is one more tactical response to the newest and most severe Soviet crisis. Like past “reforms”, it is aimed at saving the power of the Communist Party and the new class it has created.

Limited studies in the mobile payment segment have attempted at understanding the factors that resist customers from using financial apps or mobile payment services (MPSs). This study aims at identifying the barriers from online customer reviews and examine how these barriers affect customers’ negative emotions (anger, fear, sadness), customer ratings and recommendation intentions.

This study, divided into three phases, has adopted a text-mining based mixed-method approach on 14,043 reviews present in Google PlayStore or App Store pages about financial apps used in India.

Phase 1 identified barriers like, “bad user experience”, “UPI failure”, “trust issues”, “transaction delays” from the reviews. Phase 2 found that “bad user experience” and “UPI failure” trigger both “anger” and “sadness”. “Transaction delays” and “money lost in transaction” stimulate “fear”. From the IRT stance, in Phase 3 this study has found that barriers like, “transaction error”, “UPI failure” (usage), “bad user experience” (image) and “trust issues” (tradition) have a significant negative impact on both customer ratings and recommendation intention.

The current study contributes to the existing literature on MPSs by identifying barriers from user generated content. Additionally, this study has also examined the impact of the barriers on customers’ negative emotions and recommendation intention.