Internetworked after-sales service

The internationalization process of SMEs: A muddling-through process

“…Second, similar to the context faced by policy-makers (Lindblom, 1959), SMEs' decision-makers cope with a high degree of uncertainty and goal ambiguity during the internationalization process (Acedo and Jones, 2007;Chandra et al, 2009). Third, the muddling-through approach has proven valuable in areas other than in its original context, such as after-sale service (Zackariasson and Wilson, 2004), buyer behavior under conditions of uncertainty (Andersson and Wilson, 2006), and disruptions of projects (Hällgren and Wilson, 2007).…”

Value creation by “muddling” in the B2B sector

“…The challenges associated with marketing upgraded product offerings are particularly apparent in the business-to-business (B2B) sector, where new technology can trigger organizational change and affect communication (e.g., Orlikowski, 1992;Zackariasson and Wilson, 2004). Thus, a new technology might spark chain reactions that affect procedures and working practices far beyond the core functions of the technology.…”

Market strategy renewal as a dynamic incremental process

“…Third, the literature observed incrementalism so far in marketing decision-making on service development and product development (Zackariasson and Wilson 2004;Walfisz et al, 2006). This study is a first illustration of incrementalism and muddling through in a market strategy decision-making process.…”