IMP thinking and IMM: Co-creating value for business marketing

We have extensive knowledge about the thematic development of the business-to-business marketing research. Much less is known, however, how major research contributions are created and disseminated, in brief, how the academic value is constructed between human and institutional actors. We address this issue by examining the relationship between IMM (Industrial Marketing Management journal) and the IMP (Industrial Marketing and Purchasing) research community in the creation of B2B marketing theory from the early 1990s to present. We argue that the relationship between the IMP community and IMM, led by Peter LaPlaca over the past 23 years, offers an exceptional living laboratory for studying academic value creation in the B2B domain. Based on documents and citation data from the late 1980s to 2016 we will show how the parties created new academic knowledge and value for each other through intensive interaction and collaborative activities. In conclusion, we discuss the forms of coordination between IMM and IMP and provide an outlook for the future of this unique relationship.     

How to write up case-study methodology sections

Business-to-business marketing academics study complex phenomena, aiming to describe these phenomena through theoretical frameworks, explaining the relationships among the framework's constructs, and provide guidance and insight to decision-makers. Not surprisingly, often business-to-business researchers undertake qualitative case studies. In this editorial, we discuss what we believe could be reported in the write-up of a case-study methodology section. In particular, we consider the issues of selecting cases; crafting instruments and protocols, entering the field; and analyzing the data. How to assess the validity and reliability of qualitative case studies is also discussed. We finish the editorial by examining three exemplar case studies that have been published in Industrial Marketing Management.     

Networks,ecosystems, fields,market systems? Making sense of the business environment

This positioning paper is informed by our judgment that the mainstream research on business marketing and marketing in general is losing its relevance and vigor because it views business environments as narrow “markets” and focuses primarily on dyadic business relationships and their management. Sticking to this limited, economics-driven market view has detached the discipline from major real-world phenomena, leaving it with scant understanding of the contemporary environmental context of marketing and business strategy. Based on a focused reading of literature on business fields, business networks, business ecosystems, and market systems, we venture our own comprehensive theoretical framing of complex business environments summarized in two frameworks. In the pursuit of relevance our integration is avowedly simplifying as we strive for parsimony. Key points explicate the nested, multi-layered, multimodal, transitional and conditioned character of the business environment, and the dynamics, phases and processes of the evolution of that nested environment. We use the frameworks constructed, which form an initial theory of complex business environments, to supply a research agenda for business marketing and offer brief managerial conclusions.     

Co-management of purchasing and marketing: Why,when and how?

This article discusses the theoretical and conceptual foundations for the co-management of purchasing and marketing and thereby provides some answers to the questions, why, when and how purchasing and marketing should be co-managed. It develops a conceptual framework distinguishing between internal and external co-management of purchasing and marketing. Improving value creation and value capture is identified as a necessary “pull factor” driving the co-management of purchasing and marketing. Based on resource dependence theory (RDT), we argue that dependence on critical resources is another important “push factor” for the emergence of external co-management. We present a RDT-based typology of co-management constellations showing that co-management is not a one-size-fits-all approach and summarize our findings in five propositions on the co-management of purchasing and marketing. In sum, we conceptualize co-management of marketing and purchasing as a bridging strategy that allows a focal firm to accommodate dependence on critical upstream and/or downstream resources and improves value creation within the supply chain.     

Introduction to the special issue on the nature of industrial marketing work

Peter Drucker once remarked that everything degenerates into work, and if it does not degenerate into work, nothing gets done. This special issue presents our vision for generating more analytical attention to the nature of industrial marketing work and to explore ways in which future research can contribute to this nascent research area. In this introductory article we seek to scope out an agenda for taking some of the themes of industrial marketing work further. In particular, the review points to the opportunities within industrial marketing, drawing on the intersections of Margaret Archer's morphogenetic agency approach with the neoinstitutional and Computer Supported Cooperative Work (CSCW) fields of study. It then highlights the useful contributions of the papers in this special issue. Our contribution lies in advancing new avenues for researching and, in so doing, ensuring something gets done to research this nascent area.     

An applied theory for marketing industrial services

When the area of industrial marketing is discussed in the literature on marketing and marketing management, only the marketing of goods to industrial buyers are considered. However, a vast amount of services are also marketed in the industrial sector. There is some, although very limited, literature on professional or consultancy services, but the area is usually not thought of as a part of industrial marketing [1–3]. Recently, a few papers have been published where these services are treated as an integral part of industrial marketing [4, 5]. The purpose of this article is to suggest some frameworks concerning the marketing of industrial services.     

Power, conflict, and cooperation: The impact of guanxi in Chinese marketing channels

This paper tests the impact of guanxi on behaviors among firms in a Chinese marketing channel. Guanxi is operationalized in this paper as emotional closeness and interactive state. We find that the emotional closeness between channel-boundary personnel of firms has a positive impact on their exercise of noncoercive power, a negative impact on their exercise of coercive power, and a negative impact on the perceived conflict between them. In addition, emotional closeness has an indirect but positive impact on perceived cooperation. Interactive state between the boundary personnel of two firms has a positive impact on a firm exercising noncoercive power and a negative impact on perceived conflict between them. At the same time, it is positively related to a firm exercising coercive power. This shows not only the significant influence of guanxi on a firm's channel behaviors but also the constructive effects of both emotional closeness and interactive state on marketing channel behaviors in China.     

Industrial publicity: One of the best promotional tools

One of the most frequently forgotten and misunderstood promotional tools in industrial marketing is publicity. Yet most surveys rank editorial material in trade journals as one of the most important sources of information used by industrial customers in making buying decisions and evaluating products. This article discusses how industrial marketers can use publicity as an effective promotional tool, with emphasis on its major advantages, namely, high credibility and low cost per contact.     

Beyond the boundaries: Challenges for business,policy and society

This editorial article introduces the papers presented at the ITS Seoul 2018 and seven papers selected for the special issue of ITS Seoul 2018. Specifically, this article provides the results of keyword networks, research agendas and coauthor networks of ITS Seoul 2018. A summary of the seven papers accepted for the special issue of ITS Seoul 2018 is also included. Finally, this article concludes by introducing another paper that empirically explores the value of special issues by analyzing the characteristics of special issues of Telecommunications Policy.     

Who performs marketing? Dimensions of agential variation in market practice

Recently, there has been a renewed academic interest in marketing practice. To capture the practical performance of marketing, however, a re-conceptualization of marketing practitioners is needed. To this end we explore how to characterize those who perform marketing. Working abductively by combining previous ideas on the constitution of economic agents with two longitudinal case studies of Swedish retail trade, we identify general dimensions of agential variation in three areas: in the constitution of agents, i.e. in how agents are put together/what agents are made of; in their programs of actions, i.e. the motives, interests and/or functions ascribed to agents; and in their capacities, i.e. in what market agents are capable of. We then trace implications of the observed heterogeneity of market practitioners for marketing.     

The digital marketing capabilities gap

Over the past two decades, digitalization has revolutionized not only consumer marketing but also industrial marketing. Both industrial marketing scholars and industrial marketers seek insights to understand how our knowledge and practice of digital marketing has been structured and configured. To address this gap, we adopt the resource-based perspective as an organizing framework and systematically review 129 articles spanning two decades of research to identify different digital marketing capabilities in industrial firms. From this analysis, we identify four themes: channels, social media, digital relationships, and digital technologies. We then stress-test this knowledge with managerial practices by conducting an online survey of 169 managers, designed to establish the repertoire of current and future marketing capability needs of industrial firms. Herein, we identify two marketing capabilities gaps: the practice gap—which identifies the deficit between managers' ‘current’ practices and their ‘ideal’ digital marketing capabilities; and, the knowledge gap—which demonstrates a significant divide between the digital marketing transformations in industrial firms and the extant scholarly knowledge that underpins this. Based on these results, we build an agenda for future research on digital marketing capabilities.     

Broadening the scope of the resource-based view in marketing: The contingency role of institutional factors

Drawing on the resource-based view (RBV) of the firm and institutional theory, the authors propose and test an integrated model in an industrial marketing context that expands the boundaries of the RBV to incorporate institutional factors pertaining to societal and political issues. The rationale for taking such an integrated approach stems from the knowledge that firm performance can be explained better by incorporating not only the inability of managers to take particular actions but also their reluctance or unwillingness to pursue those behaviors. The authors develop an integrated model that tests (1) the direct effect of marketing institutional factors on the development of marketing RBV factors and (2) the moderating role of marketing institutional factors on the performance effect of marketing RBV factors. The empirical results indicate general support for the hypotheses, and this research provides several implications for broadening the scope of the RBV in marketing by underscoring how fit between marketing resources and the context in which those resources are deployed affects firm performance.     

Recent advances in identifying and theorizing the role of immigrant entrepreneurs,ethnicity, and culture in industrial marketing

This special issue of Industrial Marketing Management (IMM) features four articles that cover topics related to immigrant entrepreneurs, ethnicity, and culture in industrial marketing. This introductory paper summarizes the contributions of these articles and points out future research directions.     

Guanxi vs. relationship marketing: Exploring underlying differences

The present paper attempts to explore the underlying mechanism between Western relationship marketing and Chinese guanxi by examining the construct equivalence of the two concepts. First, it distinguishes guanxi from relationship marketing in terms of the personal and particularistic nature of the relation. Second, it differentiates trust from xinyong, its counterpart in Chinese, based on a comparison of their roles in relationship building and maintenance. Third, it discusses the unique meaning of renqing, which is proposed as an underlying mechanism that guides behavior norms in guanxi and a mediator between trust or xinyong and long-term orientation. Finally, it concludes by discussing the managerial implications for international marketers who wish to succeed in the Chinese business market and the importance of adapting Western relationship marketing principles to guanxi marketing.     

How to develop great conceptual frameworks for business-to-business marketing

Robust conceptual frameworks are essential to building academic knowledge. Theory development involves high-quality conceptualization that integrates and builds on existing knowledge, possibly using a multi-disciplinary approach. Further, especially in an applied research area such as business-to-business marketing, the emerging theory will have meaningful implications for managerial decision-makers. Insightful conceptual framework development advances theory substantially, not incrementally. Theoretical development can be either purely conceptual or based on empirical data. Nevertheless, there are comparatively few guidelines for the process of conceptual framework development. This editorial discusses pathways to developing conceptual frameworks to support academic research, with emphasis on business-to-business marketing research. As guidelines and conventions are available for data-driven approaches such as grounded theory, we focus on theorizing processes in which existing theory plays a pivotal role.     

Marketing metrics' usage: Its predictors and implications for customer relationship management

This research aims to determine the conditions that foster use of marketing metrics in customer relationship management (CRM) and identify the organizational factors that strengthen/weaken the impact of usage of marketing metrics on CRM performance. Based on the customer value-based theory of the firm and the contingency perspective, a research framework was developed to shed light on the predictor roles of customer value-based organizational culture and processes in determining usage of marketing metrics, and foster an understanding of the moderating roles of marketing-supply chain conflict, and innovative value proposition on the marketing metric-performance relationships. Empirical evidence from a sample of 209 business firms confirmed the main effect that customer value-based organizational culture and processes support a firm's use of marketing metrics that in turn enhance its CRM performance. Notable moderating effects were also identified. Although marketing-supply chain conflict weakens the impact of marketing metrics usage in achieving superior CRM performance, innovative value proposition strengthens the conversion of marketing-metric-related knowledge into superior CRM performance.     

Project marketing in multi-project organizations: A comparison of IS/IT and engineering firms

An emerging trend suggests that a project marketing approach could, or should, be merged into project management. Consequently, an exploratory study has been made of the project marketing and management functions in four firms in two different industries and analyzed with a project marketing overlay. Contrasts were noted. The engineering firms actually described their marketing activity as a sales activity and the function tended to be differentiated from project management. The IS/IT firms, on the other hand, appeared to be particularly oriented toward establishing mutual understanding of customer needs and marketing was closely integrated with project management. Major differences are associated with the relative environments in which the firms work.     

Industrial marketing in Romania

This article by Dr. Lilian Cre?u facilitates an understanding of industrial marketing procedures in Romania. In the author's country industrial marketing has been, until recently, the least developed branch of marketing activity. However, as the Romanian economy develops (with a predicted 48% of industrial production in 1975 consisting of new or modernized products), classical central planning may become insufficient for accurately predicting and meeting Romania's need for industrial goods. Some autonomous decisionmaking by economic subunits may become necessary. It is possible, therefore, that industrial marketing activity at the microeconomic level will increase. Lilian Cre?u attempts to demonstrate this last point by indicating the changes in the concept and modus operandi of management which are taking place under the impetus of economic expansion.     

Affinities between multi-agent systems and service-dominant logic: Interactionist implications for business marketing practice

The contrasting marketing principles of service-dominant (S-D) logic and goods-dominant (G-D) logic are examined in this article from the perspective of current research themes in the information science community. The conclusion is reached that much of the distributed multi-agent literature is complementary to the issues being explored concerning S-D logic, and that some multi-agent research may therefore be pertinent to the business marketing community. This article discusses the modelling approach of interactionism as an underlying principle of both S-D logic and multi-agent systems technology. The two domain technologies are compared, and implications for business marketing practice proposed.