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Article
Publication date: 1 December 2005

Arch G. Woodside and Wim G. Biemans

Seeks to advocate adopting the comparative case study method and system dynamics modeling to inform theory and to prescribe executive actions for successfully managing new…

7206

Abstract

Purpose

Seeks to advocate adopting the comparative case study method and system dynamics modeling to inform theory and to prescribe executive actions for successfully managing new products built using radically new technologies.

Design/methodology/approach

Reviews NPD theory and research on the dynamic processes including feedback loops and the hidden demons (hard to identify weak linkages that have large downstream impacts) in radically new innovation, manufacturing, diffusion and adoption/rejection processes; examines the IMDAR process model (innovation‐manufacturing‐diffusion‐adoption/rejection) of new products.

Findings

Several alternative routes of tacit and explicit interorganizational behaviors and decisions lead to NPD successes and failures; while executives believe surveys identifying specific factors are important particularly for NPD success, none of these factors is necessary or sufficient by itself for explaining success – specific cases of NPD success occur in the absence of any one of the identified success factors – embracing a system dynamics rather than a main effects view of NPD success and failure provides solid grounding for useful theory and practice in NPD.

Research limitations/implications

Does not provide an empirical comparison between cross‐sectional data‐based modelling versus system dynamics analysis. Business and industrial marketing research that embraces complexity and examines decision and actions over multiple time periods is still in its infancy.

Practical implications

Most successful companies suffer from their success: they fail to remain watchful, mindful, and active with regard to new technological developments that seemingly have minor relationships to their industries.

Originality/value

This paper offers a theory‐of‐the‐firm system dynamics approach to inform new product executives to think beyond check‐lists and embrace multiple‐path thinking.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 6 March 2017

Tamara Keszey and Wim Biemans

This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use…

1812

Abstract

Purpose

This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use of information from sales, and whether this effect is contingent on marketing’s power within the firm.

Design/methodology/approach

Cross-sectional survey data were collected from 338 large-scale Hungarian firms. Structural equation modeling and bootstrap procedures were used to test the hypotheses.

Findings

The effect of cross-functional trust on marketing managers’ use of sales information is fully mediated by sales–marketing integration and marketing’s perception of information quality. However, the power of marketing within the firm moderates this mediating relationship.

Research limitations/implications

This paper provides empirical evidence concerning the mediating mechanisms of transferring cross-functional trust to marketing’s successful use of information from sales. The findings imply that cross-functional trust can improve marketing managers’ use of sales information of firms with powerful marketing units by facilitating integration, whereas it can improve the use of sales information of firms with low marketing power by improving marketing managers’ perception of information quality from sales.

Originality/value

This is the first study that models and empirically investigates marketing managers’ use of information collected by sales. The current study conceptually links and advances extant knowledge on the literatures on the sales–marketing interface and utilization of market information at the individual level and increases the understanding of how cross-functional trust contributes to information use under different contingencies of marketing power.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 2
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 December 2005

Arch G. Woodside and Wim Biemans

Seeks to introduce a JBIM special issue of articles that moves the innovation‐diffusion‐adoption (IDA) literature beyond identifying key success factors to thick descriptions of…

2738

Abstract

Purpose

Seeks to introduce a JBIM special issue of articles that moves the innovation‐diffusion‐adoption (IDA) literature beyond identifying key success factors to thick descriptions of the dynamics of human interactions and the enactment of decisions‐events‐outcomes using multiple rounds of informant‐researcher interpretations.

Design/methodology/approach

Adopts the view that informants' views as to what is happening, why it is happening, and the consequences of what is happening often go through a series of revisions depending on when the informant data are collected.

Findings

Individuals successful in guiding IDA processes exhibit great adaptability in going around and through road‐blocks that they encounter over the months and years from innovation to market success. Informants in second and third interviews provide critical information on process nuances that go unreported in single‐meeting interviews.

Research limitations/implications

Specific case studies are absent of how executives might use such process data to revise their sense‐making and improve decisions based on insights that become available only through such explicit retrospection. The implication is that this special issue is a stepping‐stone from cross‐sectional survey research to system dynamics research with hands‐on participation by executives.

Practical implications

Now one should get real, describe, understand, and play inside IDA processes in real‐time with executives and researchers working together via multiple meetings using system dynamics research tools.

Originality/value

For IDA research this special issue calls for embracing a revolution ending the dominance of closed‐end self‐completed survey data to using multiple‐rounds of face‐to‐face interviews and direct observations with informant revisions of findings.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 September 1994

Arch G. Woodside

Examines the central proposition that the marketing‐purchasing ofnew industrial manufacturing technologies involves the development (notnecessarily a planned design) of a new…

935

Abstract

Examines the central proposition that the marketing‐purchasing of new industrial manufacturing technologies involves the development (not necessarily a planned design) of a new network of relationships within and across enterprises. Presents the results of a detailed case study on the adoption by manufacturers of a new technology, electric motor drives, to illustrate research on new‐technology network anatomy. The results include additional evidence to the work of Wim G. Biemans on the importance of research on lateral relationships in testing and gaining approval for transforming an enterprise from an old to a proven, better, new manufacturing technology.

Details

Journal of Business & Industrial Marketing, vol. 9 no. 3
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 December 2003

Wim G. Biemans

Research into new product development (NPD) has grown steadily over the last couple of decades. The current body of NPD research displays a distinct methodological bias and…

3182

Abstract

Research into new product development (NPD) has grown steadily over the last couple of decades. The current body of NPD research displays a distinct methodological bias and consists mostly of either large‐scale quantitative questionnaires or small qualitative investigations that are often anecdotal. But a closer look at NPD practice reveals that NPD research needs to re‐invent itself by using more complex research designs and addressing new research questions that look at complex NPD issues in a broad organizational context. This paper argues that the reality of NPD practice requires a methodological make‐over of NPD research, with more emphasis on interpretive research methods and complex multi‐informant/multi‐organization research designs. Such improved NPD research leads to richer results that significantly advance our understanding of NPD and close the gap between NPD research and practice.

Details

Journal of Business & Industrial Marketing, vol. 18 no. 6/7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 June 1995

Wim G. Biemans and Hanne Harmsen

Discusses the concept of market‐oriented product development anddescribes the extent to which a number of Danish food companies andDutch manufacturers of medical equipment were…

2442

Abstract

Discusses the concept of market‐oriented product development and describes the extent to which a number of Danish food companies and Dutch manufacturers of medical equipment were market oriented in developing new products. The results are combined with the current product development literature to identify the major barriers that prevent managers from capitalizing on existing normative results regarding market‐oriented product development. Concludes with major implications for both researchers and practitioners.

Details

Journal of Marketing Practice: Applied Marketing Science, vol. 1 no. 2
Type: Research Article
ISSN: 1355-2538

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Article
Publication date: 10 April 2007

Wim G. Biemans and Maja Makovec Brenčič

This paper explores the marketing‐sales interface in Dutch and Slovenian B2B firms.

5296

Abstract

Purpose

This paper explores the marketing‐sales interface in Dutch and Slovenian B2B firms.

Design/methodology/approach

The study included 11 Dutch firms and ten Slovenian firms, with both samples as closely matched as possible. The firms were all manufacturers of physical products that operate internationally, but varied in terms of size and industry. Personal interviews with respondents from both marketing and sales were conducted, followed by interviews of a semi‐structured format.

Findings

In some firms it was difficult to identify the marketing‐sales interface. For instance, in small firms marketing and sales would frequently be combined in one individual.

Research limitations/implications

Since the paper is based on an exploratory investigation of 11 Dutch firms and ten Slovenian firms, the findings are only indicative. Follow‐up research might investigate a larger sample, different industries or different economic contexts. In addition, future research might study the relationship between marketing as an organisational capability and marketing as an organisational function or the development of scales to measure various aspects of the marketing‐sales interface.

Practical implications

The findings emphasize the role of developing an effective marketing‐sales interface in becoming a truly market‐oriented organisation. Thus, they can help managers to evaluate their own marketing‐sales interface and look for improvements as part of becoming more market oriented.

Originality/value

The findings describe how the marketing‐sales interface is organised and managed in B2B firms operating in different contexts. It positions the marketing‐sales interface as just part of a market‐oriented organisation. The findings help academics to understand the functioning of a marketing‐sales interface and assist managers in evaluating their own marketing‐sales interface and develop ways to improve it.

Details

European Journal of Marketing, vol. 41 no. 3/4
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 December 2005

Arch G. Woodside, Hugh M. Pattinson and Kenneth E. Miller

The principal objective here is to describe conceptual and research tools for achieving deeper sense‐making of what happened and why it happened –including how participants…

2314

Abstract

Purpose

The principal objective here is to describe conceptual and research tools for achieving deeper sense‐making of what happened and why it happened –including how participants interpret outcomes of what happened and the dynamics of emic (executive) and etic (researcher) sense‐making.

Design/methodology/approach

This article uses a mixed research design including decision systems analysis, cognitive mapping, computer software‐based text analysis, and the long interview method for mapping the mental models of the participants in specific decision‐making processes as well as mapping the immediate, feedback, and downstream influences of decisions‐actions‐outcomes.

Findings

The findings in the empirical study support the view that decision processes are prospective, introspective, and retrospective, sporadically rational, ultimately affective, and altogether imaginatively unbounded.

Research limitations/implications

Not using outside auditors to evaluate post‐etic interpretations is recognized as a method limitation to the extended case study; such outside auditor reports represent an etic‐4 level of interpretation. Incorporating such etic‐4 interpretation is one suggestion for further research.

Practical implications

Asking executives for in‐depth stories about what happened and why helps them reflect and uncover very subtle nuances of what went right and what went wrong.

Originality/value

A series advanced hermeneutic B2B research reports of a specific issue (e.g., new product innovation processes) provides an advance for developing a grounded theory of what happened and why it happened. Such a large‐scale research effort enables more rigorous, accurate and useful generalizations of decision making on a specific issue than is found in literature reviews of models of complex systems.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 December 2005

Arch G. Woodside

Aims to map business‐to‐business strategic actions to illustrate how manufacturers and resellers of new fast moving consumer goods interact when responding to environmental…

2629

Abstract

Purpose

Aims to map business‐to‐business strategic actions to illustrate how manufacturers and resellers of new fast moving consumer goods interact when responding to environmental feedback to their decisions and to assess the effectiveness of alternative implemented decisions in assisting organizational growth.

Design/methodology/approach

This report presents a detailed example of causal mapping analysis for a manufacturing entrepreneurial case study; the example covers processes linking events, decisions, and activities in business start‐up, growth, and failure of the enterprise.

Findings

For the case study illustrating the mapping approach, between the start‐up to the demise stages a shift does occur in the number of decision areas judged very good to very bad; for example, product design decisions shift from very good to remarkably good to very bad among the three stages. Pricing strategy was judged very bad consistently across the three stages.

Research limitations/implications

For research on entrepreneur behavior, additional work on inter‐coder reliability is needed to confirm the consistency of both creating concepts and coding linkages in such maps. Detailed causal maps are needed in large samples of entrepreneur case studies to test the propositions. The application presented here is exploratory only. Causal mapping analysis represents a tool useful in case study research and theory construction from such case study data and such analysis deserves wider use among researchers desiring to open up research in decision making.

Originality/value

What really is happening and why? To help in answering, mapping thought‐decisions‐outcome dynamics over several stages of new product innovation and diffusion occurring among manufacturers and resellers provides an explicit sensemaking approach for executives.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 7
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 February 2011

Bas Hillebrand and Wim G. Biemans

In B2B markets, the demand for a supplier's products is derived from demand further down the supply chain. This complexity poses several challenges for B2B firms, especially when…

3300

Abstract

Purpose

In B2B markets, the demand for a supplier's products is derived from demand further down the supply chain. This complexity poses several challenges for B2B firms, especially when they are located near the beginning of a supply chain. This study aims to investigate to what extent firms near the beginning of the supply chain are oriented towards downstream customers, the problems they encounter in extending their market orientation to include downstream customers, and how they deal with these problems.

Design/methodology/approach

This study uses an exploratory research method. It is based on in‐depth interviews with 31 managers from 21 upstream suppliers.

Findings

The findings suggest that firms are aware of the importance of downstream customers, but frequently fail to establish effective relationships with them. The paper identifies several barriers that hamper an orientation on downstream customers and shows how firms may deal with these barriers.

Research limitations/implications

The paper includes several implications for further research, including the suggestion to test a set of seven propositions.

Practical implications

This study identifies several barriers that may prevent a firm from implementing a downstream customer orientation as well as several strategies to deal with these barriers.

Originality/value

The paper explores the neglected implications of derived demand, one of the most distinctive characteristics of B2B marketing.

Details

Journal of Business & Industrial Marketing, vol. 26 no. 2
Type: Research Article
ISSN: 0885-8624

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