An investigation into the role of IT integration,relationship predictability and routinization in interfirm relationships: From the structuration perspective

Recognizing the influence of information technology (IT) in interfirm buyer–seller relationships, the authors draw on structuration theory and its extension as a theoretical basis for understanding the benefits of IT in customer relationships. The authors propose that IT integration gives rise to certain factors in interfirm relationships, i.e., predictability and routinization, which facilitate high quality relationships, i.e., those characterized by reciprocity and stability, which in turn enhance firm performance. Hypotheses are tested on data collected from 152 firms. The results show that relationship predictability is critical in linking IT integration to positive relationship outcomes, and that routinization reinforces the impact on those outcomes.     

Customer relationship management processes: How faithful are business-to-business firms to customer profitability?

Marketing academicians and practitioners have over the past decade advocated the implementation of customer equity principles within firms. This article draws on adaptive structuration theory to frame the faithfulness of firms to acquiring and maintaining customers according to their profit potential. Using survey data from 158 business units engaged in business-to-business sales, this article examines the motivational effects of market growth rate and customization requirements, and the technology and information integration capabilities of the firm as determinants of firm adherence to treating customers according to their profitability. The study finds that firms are better at maintaining customers according to their profit potential than acquiring customers according to their profit potential. Further, maintenance faithfulness appears to have more ultimate impact on firm performance. The study suggests that pursuing customer profitability has limited effectiveness unless accompanied by a broader range of initiatives aimed at making the firm more customer-focused.     

The college graduate and his first job

To determine MBA graduates' subjective responses to their first jobs and the areas of their greatest dissatisfactions, the authors queried a group about ten factors: advancement opportunity, challenging work, responsibility, salary, supervision, location, job prestige, training programs, fringe benefits, and security.     

Remixing work,family and leisure: teleworkers' experiences of everyday life

This paper explores whether and in what ways telework is associated with a reconfiguration or remixing of daily work, family and leisure activities. Semi‐structured interviews were conducted with 51 teleworkers employed in a financial organisation in Canada. For some, telework was a condition of employment, while others negotiated part‐time telework arrangements with managers. Using interpretive thematic analysis techniques, intersections and inter‐relationships between experiences of work, family and leisure were identified. Three main themes emerged, including the need to not only protect, but also containing work time and space; the significance of family and being available for children; and, the relative devaluation of leisure. Although it was anticipated that differences between involuntary and voluntary teleworkers would be evident, gender and family stage were more influential in structuring daily life. The flexibility of telework was valued, but there was little evidence of a reconfiguration of life spheres except for women with children at home.     

Efficiency,flexibility, or both? Evidence linking strategy to performance in small firms

This paper analyzes small firm performance in relation to efficiency and flexibility strategies. Using configuration theory, the authors propose that small firms that pursue efficiency strategies or flexibility strategies outperform those that attempt to pursue both. Additionally, size is used as a configurational attribute to develop competing hypotheses on whether efficiency strategies or flexibility strategies are better suited for small firm performance. In two samples of 200 and 144 privately‐held small firms, firms that mixed efficiency and flexibility strategies significantly underperformed. No significant performance differences were found between firms utilizing only efficiency strategies and those utilizing only flexibility strategies. Copyright © 2005 John Wiley & Sons, Ltd.