Industrial Marketing Management最新文献_第9页

'Retail Business Development Specialists' (RBDS): Understanding customer-facing versus relational performance drivers with Retail-to-Business (R2B) customers “零售业务开发专家”（RBDS）：了解面向客户与零售业务（R2B）客户的关系性能驱动因素

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-12-10 DOI: 10.1016/j.indmarman.2025.11.009

Christopher R. Plouffe , Carlos Bauer , Michael Peasley , David Mathis

{"title":"'Retail Business Development Specialists' (RBDS): Understanding customer-facing versus relational performance drivers with Retail-to-Business (R2B) customers","authors":"Christopher R. Plouffe , Carlos Bauer , Michael Peasley , David Mathis","doi":"10.1016/j.indmarman.2025.11.009","DOIUrl":"10.1016/j.indmarman.2025.11.009","url":null,"abstract":"<div><div>Forward-thinking retail firms (e.g., Apple, Ikea, BestBuy, Verizon) are benefiting from a new customer-facing role, the ‘Retail Business Development Specialist’ (RBDS). Empirical work on the RBDS role has yet to be undertaken in the literature, thus this initial examination of RBDS begins by positioning it as a “Retail-to-Business” (R2B) marketing role whose primary purpose is to serve high-volume customers and grow sales in ways distinct from both B2B and B2C sales positions. We initially explore the RBDS role through a qualitative field and case study (Study 1). Findings from Study 1 indicate that effective RBDS performance is likely predicated upon effectively managing the buyer exchange relationship from both a customer- (CO) and sales-oriented (SO) perspective as well as efficacious usage of various relationship management behaviors. In Study 2, we explore performance in the RBDS role through the lens of selected individual traits, salesperson behavioral orientations (SOCO), and relationship management strategies (i.e., ROC-II), testing these relationships via a field study of 211 RBDS employees. The present research contributes by offering an initial look at this new customer-facing role, while investigating specific traits and relational behaviors that drive performance.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 95-116"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145737189","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Symbolic or substantive? Can supplier codes of conduct impact ESG performance? 象征性的还是实质性的？供应商行为准则能否影响ESG绩效？

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-12-26 DOI: 10.1016/j.indmarman.2025.12.007

Moulik M. Zaveri , Erik A. Mooi , Peren Özturan

{"title":"Symbolic or substantive? Can supplier codes of conduct impact ESG performance?","authors":"Moulik M. Zaveri , Erik A. Mooi , Peren Özturan","doi":"10.1016/j.indmarman.2025.12.007","DOIUrl":"10.1016/j.indmarman.2025.12.007","url":null,"abstract":"<div><div>An undercover investigation found that Mango and Zara sourced from suppliers where employees were compelled to work for 12 hours a day in hazardous conditions (<span><span>Forbes, 2024</span></span>). There are many such examples, exposing the dependence of major organizations on—often barely visible—suppliers. To deal with issues such as those illustrated in this example, major organizations may use supplier codes of conduct (SCCs)— legally binding documents through which organizations manage and monitor their suppliers' ethical and socially responsible practices. The first observation is that some organizations adopt SCCs when others do not, raising the very question of whether their adoption really fosters ethical and socially responsible practices—whether they are symbolic or substantive. Second, for organizations that adopt SCCs, there is significant variation in practices. We conduct an unsupervised machine learning approach whereby the text of each SCC is analyzed to assess variation in topics. We find three categories of topics that we label <em>customary</em>, <em>cooperative</em>, and <em>compliance</em> SCCs. The analysis shows that <em>cooperative</em> SCCs are best at fostering environmental and social ESG performance, whereas <em>compliance</em> SCCs are best at fostering social and governance ESG performance. We discuss the theoretical and managerial implications.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 214-225"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145840283","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Entrepreneurial selling: Advancing value-based sales through entrepreneurial psychology 创业销售：通过创业心理推进价值销售

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-12-26 DOI: 10.1016/j.indmarman.2025.12.008

Robert J. Pidduck , Rhett Epler

{"title":"Entrepreneurial selling: Advancing value-based sales through entrepreneurial psychology","authors":"Robert J. Pidduck , Rhett Epler","doi":"10.1016/j.indmarman.2025.12.008","DOIUrl":"10.1016/j.indmarman.2025.12.008","url":null,"abstract":"<div><div>Business-to-business (B2B) sales is increasingly imbued with expectations for salespeople to adopt a posture for what the layman might term ‘being entrepreneurial’ (i.e., thinking and behaving in ways that orient towards independent creativity, proactive initiative-taking, and willingness to take risks in trying new ways of doing things). Yet, the latest advancements in entrepreneurship scholarship remain largely disconnected from the B2B scholarly audience. In this position piece, we introduce the idea of <em>entrepreneurial selling</em>—where value-based selling (VBS) meets individual-level entrepreneurial constructs that tap into core facets of being entrepreneurial in one's work. We argue that concepts such as entrepreneurial mindset, alertness, imaginativeness, passion, hustle, and individual entrepreneurial orientation offer helpful yet presently untapped insights into sales behaviors, resilience, and value creation in buyer-seller relationships. By integrating core constructs in the field that represent the foundations of entrepreneurialism among individual employees, we chart a promising new research agenda that deepens understanding of how salespeople navigate uncertainty, initiate opportunity-driven interactions, and embody entrepreneurial behaviors and approaches in established firms.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 264-278"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145925042","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

From coopetition to courtroom: The role of litigation frequency in coopetition 从合作到法庭：诉讼频率在合作中的作用

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-12-03 DOI: 10.1016/j.indmarman.2025.11.010

Carolin Krieweth, Jona Hesse, Malte Brettel

{"title":"From coopetition to courtroom: The role of litigation frequency in coopetition","authors":"Carolin Krieweth, Jona Hesse, Malte Brettel","doi":"10.1016/j.indmarman.2025.11.010","DOIUrl":"10.1016/j.indmarman.2025.11.010","url":null,"abstract":"<div><div>As coopetition among major business players intensifies, both scholarly and managerial interest in inter-firm coopetition has grown. While prior research has emphasized its potential benefits, an emerging stream of work highlights the risks it entails. Among these, litigation frequency remains an understudied yet consequential outcome. This study examines how firms' involvement in coopetitive alliances shapes their overall external litigation exposure. Specifically, we investigate how competition intensity and the presence of coopetition influence firms' litigation frequency. We further examine how balance within coopetitive relationships moderates this effect. We theorize that balanced coopetition mitigates litigation frequency, whereas intensified competition and the mere presence of coopetition increase it. Using a multi-source, cross-industry dataset of 1981 alliances formed by 322 S&P 500 firms between 2004 and 2021, our analysis indicates that both competition intensity and coopetition elevate litigation frequency, while balanced coopetition reduces it by approximately 29 % compared to non-coopeting firms. In doing so, this study contributes to coopetition and litigation research by empirically demonstrating how structural conditions shape firms' external legal exposure, offering a more nuanced view of the dynamics and governance of inter-firm relationships.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 46-60"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145685338","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Corporate activism in B2B contexts: A typology and research agenda B2B背景下的企业行动主义：类型与研究议程

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-12-05 DOI: 10.1016/j.indmarman.2025.11.011

Luiza D. Braga , Matheus G. Tardin , Marcelo G. Perin , Amir Grinstein

{"title":"Corporate activism in B2B contexts: A typology and research agenda","authors":"Luiza D. Braga , Matheus G. Tardin , Marcelo G. Perin , Amir Grinstein","doi":"10.1016/j.indmarman.2025.11.011","DOIUrl":"10.1016/j.indmarman.2025.11.011","url":null,"abstract":"<div><div>Corporate activism (CA) refers to companies taking public stances on controversial sociopolitical issues. Existing research has primarily focused on consumer-facing (B2C) contexts, while activism in business-to-business (B2B) settings remains underexplored despite its increasing relevance. This study advances understanding of B2B CA through a three-stage research design. First, we conducted a systematic literature review and extracted six recurring themes: issue domains, forms of support, level of involvement, timing, temporal scope, and value chain orientations. Second, we analyzed real B2B CA cases to assess how these themes manifest empirically. Our findings reveal two unifying constructs: value chain orientation (upstream vs. downstream) and commitment tangibility (intangible vs. tangible) that synthesize the diversity of B2B CA practices. Third, based on these themes, we develop a typology of four archetypes: market-access activism, risk-shield activism, grounded activism, and market-normative activism. We conclude with a research agenda that outlines theoretical, contextual, and methodological priorities for advancing the emerging B2B CA field.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 76-94"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145685337","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Contingent value of coopetition in business clusters from a resource-based view: A moderated-mediation model 资源视角下企业集群合作的或有价值：一个有调节的中介模型

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-12-24 DOI: 10.1016/j.indmarman.2025.12.006

George Kobina VanDyck , Christopher Agyapong Siaw , Jonas Aryee , Shikhar Bhaskar , Chiwuokem Nwoko , Rahul Govind

{"title":"Contingent value of coopetition in business clusters from a resource-based view: A moderated-mediation model","authors":"George Kobina VanDyck , Christopher Agyapong Siaw , Jonas Aryee , Shikhar Bhaskar , Chiwuokem Nwoko , Rahul Govind","doi":"10.1016/j.indmarman.2025.12.006","DOIUrl":"10.1016/j.indmarman.2025.12.006","url":null,"abstract":"<div><div>This study examines how perceived cluster resource attractiveness (PCRA) shapes coopetition among co-located firms and how coopetition translates those resource perceptions into knowledge sharing and innovation. Building on the resource-based view, we model coopetition as the mechanism through which managers leverage valuable, unique, and complementary cluster resources into firm outcomes, and we theorize that engagement mode in cluster activities conditions this translation. Using survey data from 221 firms in a business cluster, we estimate a moderated-mediation model with regression and corroborate the results with a latent-variable SEM robustness check. Findings show that PCRA increases coopetition, and coopetition in turn enhances both knowledge sharing and innovation. However, the indirect effects depend on participation type: formal participation attenuates the coopetition to outcome link, especially for innovation, informal participation is directionally positive but statistically non-significant, and an aggregate participation robustness test confirms attenuation when firms engage in formalized participation. The study introduces PCRA as an operationalization of cluster-level resource heterogeneity, positions coopetition as an RBV-consistent mechanism, and identifies governance-based boundary conditions limiting the returns to coopetition. Practically, managers should leverage informal ties and selective formal involvement to convert cluster resources into knowledge and innovation while avoiding over-formalization that can dampen coopetitive gains.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"132 ","pages":"Pages 198-213"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145840285","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Understanding paradoxical tensions and coping strategies in platform-based servitization 理解基于平台的服务化中的矛盾张力和应对策略

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2026-01-01 Epub Date: 2025-11-22 DOI: 10.1016/j.indmarman.2025.11.008

Guilherme Sales Smania , Néstor Fabián Ayala , Wim Coreynen , Leonardo Augusto de Vasconcelos Gomes , Glauco H.S. Mendes

引用次数: 0

Digital platform ecosystems: A systemic view of power wielded by the platform orchestrators over complementors 数字平台生态系统：对平台协调者凌驾于互补者之上的权力的系统看法

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2025-11-01 Epub Date: 2025-10-15 DOI: 10.1016/j.indmarman.2025.10.001

Cristina Simone, Antonio Laudando, Silvia Scardini

{"title":"Digital platform ecosystems: A systemic view of power wielded by the platform orchestrators over complementors","authors":"Cristina Simone, Antonio Laudando, Silvia Scardini","doi":"10.1016/j.indmarman.2025.10.001","DOIUrl":"10.1016/j.indmarman.2025.10.001","url":null,"abstract":"<div><div>In the rising shaped-by-platforms landscape, increasing power has been concentrated in the hands of a few dominant digital platform orchestrators. This growing dominance has brought the issue of power asymmetries between platform orchestrators and complementors to the forefront of economic and managerial literature. Although most studies attribute the dominant position of platform orchestrators primarily to their economic power, it represents only one source of a broader multidimensional power. This study unveils a critical literature gap: the lack of systemic frameworks enlightening the multiple sources of the platform orchestrators' power. The research addresses this gap, adopting the systems thinking perspective that enables to enrich literature in two ways: first, to move beyond a monolithic definition of the platform orchestrator's power by identifying three different sources from which it emerges (economic, technological and regulatory); and second, to integrate the static view of platform orchestrators' power by enlightening how each source affects the other according to recursive interdependent feedback loops. The originality of this work is double: 1) it provides an insightful taxonomy of the three main sources of the platform orchestrator's power; 2) it develops a 3 × 3 matrix shedding light on the interdependences and feedback loops among the three sources of power.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"131 ","pages":"Pages 31-45"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145334047","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How and when bridging and buffering strategies drive financial performance: Evidence from companies using key account management 桥接和缓冲策略如何以及何时推动财务绩效：来自使用大客户管理的公司的证据

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2025-11-01 Epub Date: 2025-10-24 DOI: 10.1016/j.indmarman.2025.10.008

Oluwaseun Eniola Olabode , Athanasia D. Nalmpanti , Dominic Essuman , Constantinos N. Leonidou , Magnus Hultman , Nathaniel Boso

{"title":"How and when bridging and buffering strategies drive financial performance: Evidence from companies using key account management","authors":"Oluwaseun Eniola Olabode , Athanasia D. Nalmpanti , Dominic Essuman , Constantinos N. Leonidou , Magnus Hultman , Nathaniel Boso","doi":"10.1016/j.indmarman.2025.10.008","DOIUrl":"10.1016/j.indmarman.2025.10.008","url":null,"abstract":"<div><div>The key account management (KAM) literature has increasingly adopted a supply chain perspective to understand how firms manage supplier and customer networks to drive business success. Within this context, bridging and buffering strategies have emerged as critical tools for managing interorganizational relationships and resource flows. Yet little is known about how these strategies generate performance gains and under what conditions they are most effective. This paper addresses these gaps by uncovering the supply chain responsiveness capability mechanism that links bridging and buffering strategies to performance outcomes under varying supply chain disruption conditions. Using primary data from 205 business-to-business firms that rely on KAM programs, we find that while buffering directly benefits financial performance, responsiveness capability positively mediates the effect of both bridging and buffering strategies on financial performance. Moreover, buffering and responsiveness capability have stronger effects in covariate than in idiosyncratic disruptions. Interestingly, the direct effect of bridging strategy on performance remains consistent, regardless of the type of supply chain disruption conditions. The findings help clarify the economic value of bridging and buffering strategies and provide actionable insights to guide companies using KAM programs on how and under which supply chain conditions each strategy could be deployed optimally.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"131 ","pages":"Pages 137-151"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145364601","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Micro-level tactics salespeople use to pursue large B2B deals: A semi-systematic review and research agenda 销售人员用于追求大型B2B交易的微观策略：半系统的审查和研究议程

IF 7.5 1区管理学

Industrial Marketing Management Pub Date : 2025-11-01 Epub Date: 2025-10-03 DOI: 10.1016/j.indmarman.2025.09.001

Mohamed Zohdy Rateb, Byron W. Keating, Shasha Wang

{"title":"Micro-level tactics salespeople use to pursue large B2B deals: A semi-systematic review and research agenda","authors":"Mohamed Zohdy Rateb, Byron W. Keating, Shasha Wang","doi":"10.1016/j.indmarman.2025.09.001","DOIUrl":"10.1016/j.indmarman.2025.09.001","url":null,"abstract":"<div><div>This study investigates the micro-level tactics (i.e., common short-term actions) salespeople use to secure large business-to-business (B2B) deals, a crucial yet underexplored topic in the sales literature. Using a semi-systematic review of 66 articles, we identify three core tactics: stakeholder management, product tactics, and commercial tactics. These tactics are essential for navigating the nonlinear, iterative processes involved in large B2B deal pursuits, which often require cross-functional collaboration and adapting to organizational complexities. Our analysis reveals that stakeholder management, particularly communication and trust-building, is pivotal across all stages of the sales process. Product (tangible and intangible) and commercial tactics (price and contract terms), further support deal progression by aligning with client needs and organizational goals. Drawing on Activity Theory, the study also highlights the importance of adapting sales approaches to a given context and identifies significant challenges regarding the interplay between sales tactics and different environmental factors. A future research agenda is provided to further our understanding of how micro-level tactics can be optimized to achieve specific deal outcomes, such as winning new business, renewals, and reacquisitions. The findings provide practical insights for sales professionals, emphasizing the need for adaptive tactics that align with broader organizational objectives.</div></div>","PeriodicalId":51345,"journal":{"name":"Industrial Marketing Management","volume":"131 ","pages":"Pages 17-30"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145223150","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0