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  • 1.
    Anderson, Helén
    et al.
    Linköping University.
    Havila, V
    Salmi, A
    Can You Buy a Business Relationship?: On The Importance of Customer and Supplier Relationships in Acquisitions2001In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 30, no 7, p. 575-586Article in journal (Refereed)
    Abstract [en]

    Mergers and acquisitions have become a popular strategy for gaining growth. Studies show, however, high failure rates for acquisitions. Earlier literature concentrates on the strategic or organizational fit between companies and integration processes and fails to recognize the companies' external business relationships. An implicit assumption seems to be that through acquisition the market position of the target firm can be taken over. We argue that it is not always easy or even possible to take over a company's customer and supplier relationships. We elaborate on the various problems related to relationships that acquisitions may give rise to. Our conceptual discussion is illustrated with a case study from the graphics industry.

  • 2.
    Cui, Lianguang
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Centre of Logistics and Supply Chain Management. Jönköping University, Jönköping International Business School, JIBS, Marketing and Logistics.
    Hertz, Susanne
    Jönköping University, Jönköping International Business School, JIBS, Centre of Logistics and Supply Chain Management. Jönköping University, Jönköping International Business School, JIBS, Marketing and Logistics.
    Networks and capabilities as characteristics of logistics firms2011In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 40, no 6, p. 1004-1011Article in journal (Refereed)
    Abstract [en]

    The research purpose of this paper is to describe and analyse how three basic types of logistics firms differ in terms of their core capabilities and network development as well as the effects of the difference. Based on the resource-based view and the industrial network approach, a conceptual framework is developed to differentiate logistics firms. Two case studies of logistics firms are used as examples to demonstrate how the framework can be used. Logistics firms have clear differences in capabilities and network focus. These firms follow different dominating logics of value creation that make them develop in different ways and think totally differently. This research enhances our understanding of the different logics of logistics firms and their interdependence. They are complementary and interacting in the logistics service supply chain. Moving between the basic types of logistics firms means changing the capabilities and network focus, which is costly and difficult. The conceptual framework can be used as a tool to comprehend multiple types of logistics firms. It also helps us to analyze related strategic moves.

  • 3.
    Cui, Lianguang
    et al.
    Business School, Nankai University, Tianjin, China.
    Su, Shong-Iee Ivan
    Business School, Soochow University, Taipei, China.
    Feng, Yongchun
    Business School, Tianjin University of Finance and Economics, Tianjin, China.
    Hertz, Susanne
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Causal or effectual? Dynamics of decision making logics in servitization2019In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062Article in journal (Refereed)
    Abstract [en]

    This study explores servitization as an innovative market strategy for manufacturers and investigates how the decision making logics change over time in the servitization transformation process. Effectuation theory is applied to examine servitization as a new theoretical exploration. A longitudinal case study of a global heavy vehicle manufacturer's servitization process in China reveals that the decision makers adjust their decision making logics depending on the stage of the servitization process and associated risk patterns. As the servitization process evolves into a more sophisticated stage, decision makers will change their decision making logics from a causation dominant logic to an effectuation dominant logic in order to cope with the increased risks. Effectuation theory originally developed from entrepreneurship research is found to be a valid theory for the explanation of the risk and uncertainty control behaviors in the servitization transformation process of manufacturing firms. 

  • 4.
    Eslami, Mohammad H.
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship, Linköping, Sweden.
    Lakemond, Nicolette
    Linköpings universitet, Projekt, innovationer och entreprenörskap.
    Brusoni, Stefano
    ETH Zurich, Zurich, Switzerland.
    The dynamics of knowledge integration in collaborative product development: Evidence from the capital goods industry2018In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 75, p. 146-159Article in journal (Refereed)
    Abstract [en]

    Based on an in-depth single case study of a collaborative product development project, this paper argues that knowledge integration mechanisms change across the different phases of the product development process, reflecting changes in the content and sources of knowledge to be integrated. Our findings imply that managers need to be able to adapt and change their knowledge integration approaches throughout product development processes. We discuss implications for the use of product development models when integration of knowledge with customers is an essential part of a firm's attempt to create a competitive advantage.

  • 5.
    Hertz, Susanne
    et al.
    Stockholm School of Economics.
    Alfredsson, Monica
    Stockholm School of Economics.
    Strategic development of third party logistics providers2003In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 32, no 2, p. 139-149Article in journal (Refereed)
    Abstract [en]

    The growth of the Third Party Logistics (TPL) business has caused many firms from different industries to enter the field. We are interested in how their different strategies develop over time with a special focus on how they balance between general problem solving capability and the degree of customer adaptation. In the development of their strategy the newly entered firms shown to be highly influenced by existing business and its network. However, at a later stage the case firms were all focused on moving into more advanced and complex services (4pl type of services) without considerations to their traditional business strategy. We have also identified some issues of importance when managing the continued TPL business strategy. One issue is about the organisation of the TPL business and its need for neutrality from traditional business. The next issue is about the internationalisation of the TPL business and the need of a partly different pattern and network. Finally, the issue of coping with strategic alliances, mergers and acquisitions seems vital for understanding and developing the business.

  • 6.
    Hultman, Jens
    et al.
    Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    Axelsson, Björn
    Towards a typology of transparency for marketing management research2007In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 36, no 5, p. 627-635Article in journal (Refereed)
    Abstract [en]

    This paper explores and extends the concept of transparency, as transparency-related terminology in marketing management research is limited in its typological development. Building on previous research, it outlines four types of transparency and extends them by adding three related facets. The four types are: cost transparency, supply transparency, organizational transparency and technological transparency. The expanded concept of transparency is discussed and analyzed using four illustrations, based on case studies conducted at two focal firms in the Swedish manufacturing industry. The study contributes to the field of marketing management research by showing the interrelatedness of information technology exploitation, trust and transparency. In addition, the study highlights the dynamic aspects of the transparency concept. In contrast to results of former studies, the present findings indicate that increased transparency in buyer–supplier relationships brings about not only positive, but also some negative effects.

  • 7.
    Roos, Johan
    et al.
    Norwegian School of Management.
    Veie, E
    Welch, L. S.
    A case-study of equipment purchasing in Czechoslovakia1992In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 21, no 3, p. 257-263Article in journal (Refereed)
    Abstract [en]

    On the basis of interviews in Norway and Czechoslovakia, this article examines the changes in procurement decision making processes by organizations in Czechoslovakia as a result of the dramatic political and economic restructuring since 1989. The focus is on the area of environmental protection equipment where, in spite of the economic constraints, the strongly recognized need for action in Czechoslovakia to control pollution will result in many new market openings for Western companies. It was found that there has been a significant shift from the past pattern of a multistage, time-consuming, highly bureaucratized procurement process, over which the user organization had very little control. In the new model, the user has control over the purchasing process, thus cutting the time involved and leaving a number of past key actors in an advisory role. Past formal networks are being disrupted or broken and there are now opportunities for Western firms to form more direct relationships with user firms.

  • 8. Salomonson, N.
    et al.
    Åberg, A.
    Allwood, Jens
    Department of Linguistics, University of Gothenburg, S-412 82 Gothenburg, Sweden.
    Communicative skills that support value creation: A study of B2B interactions between customers and customer service representatives2012In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 41, no 1, p. 145-155Article in journal (Refereed)
    Abstract [en]

    Although interaction has been acknowledged as central in value creation there is still a lack of empirical studies on how value creation is accomplished in practice, and in particular how communicative skills support customers’ value creation. The purpose of this paper is therefore to generate a deeper understanding of how customer service representatives’ communicative skills in conversations with customers support customers’ value creation. We argue that value creating processes correspond to customers’ roles as "feelers", "thinkers" and "doers". Accordingly, value creation involves three interdependent elements, an emotional, a cognitive and a behavioral. Based on a qualitative research design, drawing on an empirical study of 80 telephone conversations between customers and customer service representatives in a business-to-business context, the paper demonstrates three communicative skills that are essential in supporting customers’ value creation: attentiveness, perceptiveness and responsiveness. The findings show how employees, by means of these communicative skills support customers’ value creation. Attentiveness supports cognitive elements of the customers’ value creating processes, whereas perceptiveness supports value creation in terms of cognitive, behavioral and emotional aspects. Finally, responsiveness supports the customer’s cognitive as well as behavioral value creation. ©2011 Elsevier Inc.

  • 9. Wilson, Timothy L.
    et al.
    Boström, Ulf
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Communications and Expectations in After Sales Service Provisions: Experiences of an International Swedish Firm1999In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 28, no 4, p. 381-394Article in journal (Refereed)
    Abstract [en]

    After-sales service can be an important competitive factor in the global marketplace. This paper describes the operations of a Swedish firm and explores the apparent differences that develop in the provision of after-sales services through a distribution network for capital goods across national cultures. Results should be especially interesting to practitioners who have this responsibility on a day to day basis.

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