Search results

1 – 10 of 161
Per page
102050
Citations:
Loading...
Available. Open Access. Open Access
Article
Publication date: 10 July 2023

Elena Anastasiadou, Jimmie Röndell, Magnus Berglind and Peter Ekman

This study aims to offer a mid-range theory conceptualization of factors central to understanding and facilitating business actor engagement (BAE). Reports on a study of real…

1351

Abstract

Purpose

This study aims to offer a mid-range theory conceptualization of factors central to understanding and facilitating business actor engagement (BAE). Reports on a study of real estate companies and their sustainable development goal (SDG) driven business initiatives. The aim is to identify the factors that need to be in place to facilitate positive engagement amongst actors in business-to-business (B2B) settings.

Design/methodology/approach

A case study of real estate companies (landlords of business premises) and their business customers (tenants of offices and warehouses) – comprising interviews and workshops – offer insights related to the factors that need to be in place to facilitate BAE types and outcomes.

Findings

The identified central factors of BAE – needed to understand and facilitate positive engagement to unfold – are the actors’ perception of: willingness (to act), resourcefulness (to contribute and solve issues) and influence (to affect decisions) regarding solutions related to the business initiative at hand. Failing to facilitate these factors may result in negative outcomes of BAE where “engagement” merely constitutes perceived obligations and responsibilities.

Research limitations/implications

The study offers theoretical and managerial insights on how to manage the factors needed for BAE. It also sheds light on how actors can use SDG-driven business initiatives to achieve sustainability goals.

Originality/value

It contributes to the concept of BAE, by emphasizing the dynamics of engagement, from the motivational and behavioral dimensions specific to B2B settings. It offers insights how to managerially cogovern rather than control BAE. It presents central factors needed to include and capacitate customers, facilitating successful implementations of SDG-driven business initiatives to reduce absent or negative outcomes.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 13
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Article
Publication date: 18 May 2020

Peter Ekman, Peter Dahlin, Cecilia Erixon and Steven Thompson

To explore the emergent characteristics of IT portfolios in business-to-business (B2B) firms. The goal is to develop a model that clarifies what interaction capabilities B2B firms…

752

Abstract

Purpose

To explore the emergent characteristics of IT portfolios in business-to-business (B2B) firms. The goal is to develop a model that clarifies what interaction capabilities B2B firms develop and to what form of IT this corresponds to.

Design/methodology/approach

We apply an a priori conceptual framework that is based on the Industrial Marketing and Purchasing (IMP) Group's theoretical focus on business relationships. The framework depicts the business relationship as dealing with uncertainty and equivocality as well as building and upholding reliance and trust. We utilize a case study approach involving a focal firm and ten of its customers and suppliers. Building on 60 interviews, field observations and archival data, we analyze interviewee responses and the complementary data to evaluate the role of IT in supporting or automated various aspects of organizational relationships.

Findings

Results show how “high tech” and “high touch” relate to different interaction capabilities, which firms develop based on the characteristics of their business relationships. Although IT is associated with “high tech” and “high touch” interaction capabilities, some forms of IT are deployed to support the former, while other forms support the later. Both forms of technology-enabled interaction capabilities require investment, and firms must balance investment costs against the value created by improved interaction capabilities.

Originality/value

Our findings emphasize the interorganizational perspective (dyadic or network) rather than a solely organizational perspective for understanding IT portfolio development. This perspective is presented through an emergent tech–touch interaction capability model that shows how B2B firms can align their IT portfolio based on the specific characteristics of their business relationships.

Access Restricted. View access options
Article
Publication date: 23 September 2019

Peter Ekman, Peter Thilenius, Steven Thompson and Jonathan Whitaker

While much existing research on multinational corporation (MNC) digital transformation has followed a linear design and implementation logic using cross-sectional data, the…

2120

Abstract

Purpose

While much existing research on multinational corporation (MNC) digital transformation has followed a linear design and implementation logic using cross-sectional data, the multiple and divergent needs of headquarters (HQ) and subsidiaries suggest that MNC digital transformation actually involves a more iterative journey. The purpose of this paper is to apply the theoretical perspective of embeddedness to better define the complexities of MNC digital transformation, and identify how HQ and subsidiaries can navigate the complexities.

Design/methodology/approach

This paper presents a longitudinal multi-case study of five Forbes Global 2000 firms that are HQ in Europe with large subsidiaries in the USA. The authors conducted in-depth interviews with 26 senior executives at HQ and subsidiaries over a 15-month period.

Findings

The process of digital transformation is significantly influenced by internal embeddedness (relationship of HQ with subsidiaries and across subsidiaries) and external embeddedness (relationship of subsidiaries with their local markets), and also by strategy, financial and technology considerations. While HQ and subsidiaries have different perspectives, an understanding of these influences can help HQ and subsidiaries navigate digital transformation.

Research limitations/implications

HQ and subsidiaries can apply insights from this research to navigate the complexities of digital transformation.

Originality/value

This paper demonstrates that embeddedness is a useful theory to understand the complexities of MNC digital transformation.

Details

Business Process Management Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 5 October 2015

Peter Ekman, Cecilia Erixon and Peter Thilenius

This study aims to investigates the possible gap between the logic of these information technology (IT) systems and industrial firms’ marketing practices. Industrial firms rely…

2661

Abstract

Purpose

This study aims to investigates the possible gap between the logic of these information technology (IT) systems and industrial firms’ marketing practices. Industrial firms rely extensively on IT systems for their business.

Design/methodology/approach

Based on the contemporary marketing practice (CMP) model, which depicts firms’ marketing practice as ranging from transactional to more relational and networked-based, the logic of IT systems and how users in industrial firms adopt them are amended to create an extended model. The extended model is used to analyze an in-depth case based on 63 interviews regarding one industrial firm’s business with customers and suppliers and how IT is utilized in this setting.

Findings

Results show that industrial firms’ relationship-oriented business is poorly supported by currently used IT systems. This gap between the IT systems, which are transaction-focused, and industrial firms’ marketing practice, which is relationship-based, has severe effects on adoption and efficiency of IT systems. The marketers prefer local, non-integrated, IT with limited usefulness on an overall firm level while resisting the firms’ comprehensive IT systems. This forms an IT–marketing gap given that current IT does not match the marketing practice of relationship-oriented industrial firms.

Originality/value

This study applies an extended CMP model in a novel way focusing one industrial firm, its customers and suppliers and the IT used in this setting. The study shows that all marketing practices of the CMP model can be found in one firm’s business, albeit one category, i.e. interaction marketing (a relationship approach), is dominating. The use of the CMP framework offers new and valuable insights into the fundamental cause to the industrial marketers’ limited use of integrated IT.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Article
Publication date: 2 March 2015

Peter Ekman

This paper aims to analyse how well enterprise systems capture the business network in which an industrial company is involved. Enterprise systems have been presented as a “dream…

645

Abstract

Purpose

This paper aims to analyse how well enterprise systems capture the business network in which an industrial company is involved. Enterprise systems have been presented as a “dream come true” with a seamless integration of business data through a common database and software modules that can be customized to the companies’ different functions. However, research shows that companies’ utilization of enterprise systems is limited, and that internal processes are prioritized.

Design/methodology/approach

European multinational companies and some of their partners have been followed through case studies between 2003 and 2010. The pattern-matching analysis has been supported by a theoretical framework that depicts industrial companies as engaged in business relationships in a network setting.

Findings

The results show that the company’s relationship-oriented activities are badly captured by the enterprise system. The study highlights limitations that future enterprise systems need to address if they are to be able to offer the company a better insight into its business network.

Originality/value

The traditionally internal focus on enterprise systems means that important business information transcending inter-organizational activities will be missed. To be worthy of the name enterprise system, more customer- and supplier-oriented activities need to be supported and captured.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Article
Publication date: 27 May 2014

Peter Ekman, Peter Thilenius and Torbjörn Windahl

Research has shown that companies focus their internal processes when they adopt enterprise resource planning (ERP) systems. However, the ERP systems need to expand their…

2241

Abstract

Purpose

Research has shown that companies focus their internal processes when they adopt enterprise resource planning (ERP) systems. However, the ERP systems need to expand their functionality to include customers and suppliers (with e-commerce functionality) to reach their full potential. The purpose of this paper is to consider business relationships as a resource but also a limitation when companies strive to get an extended ERP system.

Design/methodology/approach

The paper presents an illustrative case study of an industrial company's process of developing an extended ERP and how the company's portfolio of business relationships has affected the solution. The analysis is supported by the markets-as-networks theory.

Findings

The process of developing an extended ERP system needs to incorporate the company's business partners (customers and suppliers). It is a simultaneously bottom-up and top-down process given that the operative frontline staff hold the knowledge about the company's business relationships while the corporate management has the means of extending the ERP system functionality and align it with the focal company's strategy.

Research limitations/implications

Companies need to consider the fact that the technological and financial status of their customers and suppliers differ. Thus, an effective and flexible extended ERP system needs to include both a high-end and low-end solution as well as understand that a full interorganizational integration might not be realistic.

Originality/value

The paper puts forth business relationship portfolios as an important factor to consider when extending the ERP system functionality in the supply chain and toward customers.

Details

Business Process Management Journal, vol. 20 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Content available
Article
Publication date: 9 October 2009

451

Abstract

Details

Journal of Business & Industrial Marketing, vol. 24 no. 8
Type: Research Article
ISSN: 0885-8624

Access Restricted. View access options
Article
Publication date: 3 October 2023

Anees Wajid, Osman Sadiq Paracha and Muhammad Mustafa Raziq

Emergence is a key concept in service-dominant (SD) logic; however, the literature is neonatal on the underlying mechanisms that lead to emergence within service ecosystems. This…

253

Abstract

Purpose

Emergence is a key concept in service-dominant (SD) logic; however, the literature is neonatal on the underlying mechanisms that lead to emergence within service ecosystems. This study aims to address the call by Vargo et al. (2022) for understanding the role of actor engagement in emergence of novel outcomes, by identifying a process of how various actor roles in entrepreneurial ecosystem (EE) emerge as resource through the actor engagement.

Design/methodology/approach

Following a longitudinal design, this study conduct interviews from 20 respondents over eight months in three phases (group interviews, post-training, post-funding). This study analyzes the respondents’ engagement in an entrepreneurial service context. This study uses qualitative inductive approach and thematic analysis.

Findings

Results show that actor roles emerge as role expectations from essential provider and beneficiary position in a service ecosystem through actor role readiness, manifested as engagement properties in the actor engagement process. This study identifies five actor roles and their corresponding role readiness dimensions that emerge. Based on these propositions through which the authors position generic actor roles emergence within the actor engagement process in a service ecosystem.

Originality/value

This paper advances the understanding of micro-level process in emergence literature in SD logic by providing a conceptual understanding of emergence of actor roles as a resource through actor engagement. By grounding the study in EE, this study provides empirical evidence to the underlying mechanisms at the micro level of resource emergence process in a service ecosystem.

Details

Journal of Business & Industrial Marketing, vol. 39 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Book part
Publication date: 17 March 2010

Kevin J. Eschleman and Nathan A. Bowling

Theorists, such as Darwin and Aristotle, have long argued that facial expressions communicate information about a person's emotional state. Recently, validated coding strategies…

Abstract

Theorists, such as Darwin and Aristotle, have long argued that facial expressions communicate information about a person's emotional state. Recently, validated coding strategies for facial expressions have been developed, which enable researchers to reliably assess a person's affect. Although social, health, and clinical psychologists have regularly employed these objective measures of facial expressions (OMFE), occupational stress and well-being researchers are yet to benefit from this method. The subsequent chapter integrates the facial expression and occupational well-being literature. Specifically, we discuss the advantages of OMFE over self-reports and implications of OMFE for future research on occupational well-being.

Details

New Developments in Theoretical and Conceptual Approaches to Job Stress
Type: Book
ISBN: 978-1-84950-713-4

Access Restricted. View access options
Article
Publication date: 15 February 2011

Patricia Wolf, Ralf Hansmann and Peter Troxler

The purpose of this paper is to review and discuss the potential of available event formats for facilitating the initiation of organizational change processes. It presents…

1370

Abstract

Purpose

The purpose of this paper is to review and discuss the potential of available event formats for facilitating the initiation of organizational change processes. It presents unconferencing, a relatively new event format, which seems to provide unique opportunities for this purpose. It reports and analyzes the case of a large Swiss university which initiated its pro‐sustainability transformation by organizing an unconference.

Design/methodology/approach

Researchers studied the effects of unconferencing and the mechanisms, which brought them about in a case study. In the empirical setting of a large Swiss university, a qualitative study triangulating participatory observation, narrative and problem‐centered interviews, participant survey and documentary analysis was carried out. Data were collected and analyzed at different points in time.

Findings

Empirical findings suggest that unconferencing is an appropriate event format for facilitating the initiation of the pro‐sustainability organizational change process of a university. In our case, unconferencing achieved systems connectivity, enabled mutual learning and generated excellent outputs in form of project proposals.

Social implications

The paper raises the awareness of other universities and organizations of an event format they might wish to apply in their organizational change processes.

Originality/value

So far, research has not provided satisfactory answers to the question, how to best initiate organizational change. This paper provides a systematic investigation of available methodological approaches. It furthermore explains unconferencing, which is increasingly applied by practitioners but so far has stimulated only little discourse in the scientific community.

Details

Journal of Organizational Change Management, vol. 24 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

1 – 10 of 161
Per page
102050