Buying centre members’ information control and complex organizational buying

Prior, Daniel D.; Mudiyanselage, Lakshi Karunarathne Hitihami; Hussain, Omar Khadeer

doi:10.1108/jbim-02-2020-0095

Cited by 9 publications

(10 citation statements)

References 80 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Raghavan et al, 2020;Bag et al, 2021;Li et al, 2021;Diba et al, 2019;Fready et al, 2022;Pedersen, 2023). The results lead us to formulate reflections on who holds this information and re-elaborate it to make relevant decisions in terms of suppliers, conditions, times and methods (Prior et al, 2021). First, the use of new technologies has led to improvements in effectiveness, efficiency, cost and time savings and the advantage of data generation, as encapsulated by our P8 (Anin et al, 2020).…”

Section: Discussion and Contributionsmentioning

confidence: 99%

“…Past research identifies key dimensions, structures and interaction patterns of buying centers, including vertical and lateral involvement, manager centrality and connectedness (Purmonen et al , 2023). Moreover, the B2B purchasing process is described as a complex (Madhavaram et al , 2011; Prior et al , 2021) and evolving (Paesbrugghe et al , 2018) reality that presents itself with great variability in terms of both internal and external situations and factors.…”

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

Buying centers and emerging developments: the SME perspective

Cardinali,

Sharma,

Cedrola

et al. 2024

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to explore the challenges and opportunities faced by buying centers in small and medium enterprises (SME) manufacturing companies in view of recent technological changes and the virtualization of communication. Design/methodology/approach This study uses a qualitative approach with multiple case studies to portray complex realities within the buying centers in the manufacturing SME context. The authors selected five Italian companies to portray the diverse characteristics, practices and policies of relevant stakeholders before reaching saturation with the issues explored. Findings The authors find that interactions among buying center members are more effective with greater collaboration and exchange (as opposed to competition and a struggle for power). Virtual/hybrid relations require greater intra-group cooperation, whereas diverse backgrounds and collaborative interactions help the flexibility and performance of the buying center. Greater use of technology produces certainty and automation, but it may also cause overload and biases that can be solved with the ability to analyze and clear responsibility for decisions. Research limitations/implications The authors studied only five Italian companies in this study. Future research in other countries with diverse cultural and socio-economic conditions and methods would help extend this research. Practical implications The findings would improve the understanding of the challenges of adopting new purchase process technologies that would help automate routine tasks, produce useful data and support decision-making. Originality/value Unlike prior studies, this study uses an exploratory design to study the evolution of buying centers in SMEs to seek deeper insights into the challenges and opportunities faced by SMEs because of the growing use of emerging technologies.

show abstract

Section: Discussion and Contributionsmentioning

confidence: 99%

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

Buying centers and emerging developments: the SME perspective

Cardinali,

Sharma,

Cedrola

et al. 2024

JBIM

View full text Add to dashboard Cite

show abstract

“…The multi-role/multi-person composition of a BC and its power, politics, interactions, and information controls have for a long time been researched (e.g., reference [74]). However, it is still the subject of recent research that found that information alone is not sufficient; instead, the correct information processing is required (e.g., reference [75]). Still, how "right" information processing is established in a BC is not sufficiently answered, especially if we consider the public sector and the high political influence on procurement decisions.…”

Section: The Link To Procurement Decisions In the Bcmentioning

confidence: 99%

“…The information processing challenges in a BC is the reason why this research links OBB with OIPT theory. In particular, recent research [75] found that the conventional opinion-sharing all information in a BC is a sure-fire way to gain success-is not true. Instead, a measured, deliberate approach seems to be more effective if expert or legitimate power is added.…”

Section: The Link To Procurement Decisions In the Bcmentioning

confidence: 99%

Economic Sustainability by Using Life Cycle Cost Information in the Buying Center: Insights from the Public Sector

et al. 2022

View full text Add to dashboard Cite

Following the triple-bottom-line approach, sustainability comprises not only an ecologic and a social dimension but also an economic one. In that sense, economic sustainability (ES) tries to achieve a state in which present economic activities do not place a disproportionate burden on future economic activities. The time-related dimension of ES is of interest for this research, because procurement management makes use of life cycle cost (LCC), which is an instrument to measure long-term economic effects. LCC information could help to consider ES, but practice struggles to consider the information. This research addresses this issue and merges organizational information processing with organizational buying behavior theory. Empirically, it reports original insights into eight cases in the public sector. Decisions in the cases are usually made by councils (buying centers); as such, a group of people with different backgrounds must be informed with ES LCC information. The findings show ES LCC information requirements, capabilities, and fit, as well as information distribution and perception in buying centers. As such, the cases provide indications as to which decisions in the project are influenced by ES LCC information. Overall, the analysis integrates two theoretical perspectives and provides strong indications that LCC is a promising instrument to link decision making with a sustainability rational.

show abstract

“…First, prior research has largely overlooked B2B encounters – despite their significance for academics and practitioners alike – focusing primarily on business-to-consumer (B2C) markets instead (Baxendale et al , 2015; Kranzbühler et al , 2019). There are specific differences between B2C and B2B transactions, however: for instance, the existence of a buying center, multiple actors and less impact of external factors on business customers (Mora Cortez and Johnston, 2017; Prior et al , 2020). Moreover, if a robust long-term relationship is to be built, business customers will expect solutions and constant interaction (Leek and Christodoulides, 2011; Osmonbekov and Johnston, 2018).…”

Section: Introductionmentioning

confidence: 99%

Exploring the role of service touchpoints on the path to financial, behavioral and relational customer outcomes: insights from a B2B service context

Gao

Melero‐Polo

Ruz-Mendoza

et al. 2021

JBIM

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine how and to what extent customer-provider service touchpoints impact business customer perceptions and outcomes in the context of long-term business-to-business (B2B) service relationships. To this end, the authors will assess the chain of effect path for different service touchpoints between business customers and service providers – and the long-term impact both on customer perceptions and financial, behavioral and relational outcomes. Design/methodology/approach Enabled by a five-year panel data set, seemingly unrelated regression model methodology is applied to test the proposed conceptual framework. Data are obtained for a sample of 2,175 B2B insurance service companies between 2013 and 2017. Findings Study results shed light on the significance of the sales force in B2B settings, as one of several key service touchpoints – together with firm expertise, service reliability and excellence – driving robust relationships, profitability and cross-buying. Firm-initiated contacts and tangible touchpoints are proven to be ineffective – even damaging in some instances – in terms of driving business customer perceptions. Originality/value The paper delivers empirical evidence providing insight on how service touchpoints and business customer perceptions have a long-term impact on customer outcomes. This has yet to be addressed in B2B service settings – despite being of vital interest to marketers, as the longitudinal approach of the research aids service firms in gaining a better understanding of company-customer touchpoints and the extent to which different factors have a decisive, lasting impact on B2B customer outcomes.

show abstract

Buying centre members’ information control and complex organizational buying

Cited by 9 publications

References 80 publications

Buying centers and emerging developments: the SME perspective

Buying centers and emerging developments: the SME perspective

Economic Sustainability by Using Life Cycle Cost Information in the Buying Center: Insights from the Public Sector

Exploring the role of service touchpoints on the path to financial, behavioral and relational customer outcomes: insights from a B2B service context

Contact Info

Product

Resources

About