Intuitive managerial thinking; the use of mental simulations in the industrial marketing context

Vanharanta, Markus; Easton, Geoff

doi:10.1016/j.indmarman.2007.08.012

Cited by 21 publications

(16 citation statements)

References 17 publications

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“…Dane & Pratt (2007) discuss in depth the importance of nonconscious decision-making to management and point out that in many situations intuitive decision-making is superior to, or a very useful additional tool to, rational decision-making. The naturalistic decision making paradigm (Lipshitz, Klein, Orasanu, & Salas, 2001), which relies on the concept of intuitive decision making, has been used to explain "how proficient decision makers are able to cope, and to perform relatively well in the face of complicated real-life challenges" (Vanharanta & Easton, 2010). Vanharanta and Easton (2010) analyze meetings to show the intuitive nature of decisions based on Klein's (1999) recognition-primed decision making (RPD) model and to show how RPD applies to managers forming business-to-business network pictures and using these network pictures to make decisions in their dealing with other network firms.…”

Section: Core Assumptions Serving As Rationales For Csrmentioning

confidence: 99%

“…Hence the need for triangulation of data and techniques in order to uncover information that the managers cannot articulate. For example, in addition to interviews, the researcher might employ direct observation of firm processes, as was used by Vanharanta and Easton (2010) above and which is one of the CSR techniques described below.…”

Section: Core Assumptions Serving As Rationales For Csrmentioning

confidence: 99%

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Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Woodside

Baxter

2013

Industrial Marketing Management

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This article describes field research methods that provide advances in developing accurate theories of business-to-business (B2B) decision processes. The article supports and extends prior work by Woodside (2010) that bridging qualitative and quantitative research method is possible to achieve accuracy, complexity, and generality across cases in B2B decision processes.As an aid in doing so, the article argues for the study of a few (n = 5 to 50) cases via case study research (CSR). The article defines CSR, and describes several CSR theories and methods that are useful for describing, explaining, and forecasting processes occurring in business-to-business (B2B) contexts. The discussion includes summaries of six B2B case studies spanning more than 60 years of research. This article advocates embracing the view that isomorphic theory of realities of B2B processes is possible via advances in CSR methods. The discussion advocates rejecting the dominant logic of attempting to describe and explain B2B processes by arms-length fixed-point surveys that usually involve responses from one executive per firm with no datamatching of firms in specific B2B relationships-such surveys lack details and accuracy necessary for understanding, describing, and forecasting B2B processes.Keywords business-to-business relationship; case study research; direct research; participant observation; ethnographic decision tree model; fuzzy-set qualitative comparative analysis; degrees-offreedom analysis 5

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Section: Core Assumptions Serving As Rationales For Csrmentioning

confidence: 99%

Section: Core Assumptions Serving As Rationales For Csrmentioning

confidence: 99%

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Woodside

Baxter

2013

Industrial Marketing Management

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“…On the other hand, the strength of case study research lies in the strong correspondence between the case and the manner in which firms really operate, but among the limitations are weak explanatory and predictive powers. Even if case study research is an established scientific method (Yin, 2009;Tsang, 2013) and the most common method in industrial marketing (Easton, 2010), it is mainly descriptive in nature. It is precisely by expanding the link between case studies and experiments that findings from industrial marketing may be strengthened with prediction and control.…”

Section: Methodological Implicationsmentioning

confidence: 99%

“…Economic rationality assumes that managers know their environment and act under similar maximizing principles, and therefore considers understanding how managers represent markets seems inconsequential. Despite increasing attention on deviations from rationality in human behavior, marketing literature has a strong legacy of economic rationality (Varey, 2010), and therefore, important contributions-including how markets are constituted via networks (McLoughlin and Horan, 2002), or how intuition influences management (Vanharanta and Easton, 2010) -are yet to be fully incorporated into mainstream marketing research.…”

Section: Market Representationsmentioning

confidence: 99%

“…Because the most common research method in industrial marketing is case study research (Easton, 2010), case studies are the most common source of evidence demonstrating the significance of how firms conceive their markets (Azimont and Araujo, 2007;Biggemann et al, 2013;Rinallo and Golfetto, 2006;Harrison and Kjellberg, 2010). Therefore, findings in industrial marketing may benefit from replication when case studies and hypothesis-testing research are mutually complementary (LaPlaca, 2014).…”

Section: Business Marketing Strategies: Product Differentiation Vs Smentioning

confidence: 99%

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Market representations in industrial marketing: Could representations influence strategy?

Ruiz

Kowalkowski

2014

Industrial Marketing Management

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Research highlights The paper shows that the form in which the external environment of a firm is represented influences the marketing strategy. A product differentiation strategy is more likely to be adopted when market representations are indicative and stable; this contrasts to a service focus strategy, which is more likely to be chosen when market representations are destabilizing and dynamic. Managers benefit from understanding how representations affect the way they understand their markets, and how these market representations influence their decisions. The study shows how quasi experiments can support case study research and replicate findings in marketing research.

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The mediating role of dynamic managerial capabilities: The interplay between dominant logic and small‐ and medium‐sized enterprises performance in China

Khan

Atlas

Xuehe

et al. 2019

Journal of Public Affairs

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Transition economies, such as China, are characterized by volatile and rapidly changing markets. Firms, in order to be successful and get a competitive advantage over their competitors, need to build intangible resources. In the light of the resource‐based view and dominant logic (DL), this study is an endeavor in this regard and proposes that DL and managerial capabilities are intangible resources, which can drive the performance of small‐ and medium‐sized enterprises (SMEs). We hypothesized that dynamic managerial capabilities (DMCs), measured by human capital along with social capital and managerial cognition, play a mediating role in the relationship between DL, consisting of proactiveness and routine, and firm performance. The data in this study were obtained through a survey from 204 SMEs in China and were analyzed by structural equation modeling to generate results. We found that while successfully utilizing intangible/operant resources that are characterized as firm dynamic capabilities, SMEs can achieve superior performance and competitive advantage. Our results support the proposed hypotheses that show the importance and significance of DL and DMCs in order to attain higher level of performance. The concept of DL and its impact on SME's performance has been less researched in general, particularly in China. Limited research is available regarding intangible resources and their impact on SME performance in China.

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Intuitive managerial thinking; the use of mental simulations in the industrial marketing context

Cited by 21 publications

References 17 publications

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Achieving accuracy, generalization-to-contexts, and complexity in theories of business-to-business decision processes

Market representations in industrial marketing: Could representations influence strategy?

The mediating role of dynamic managerial capabilities: The interplay between dominant logic and small‐ and medium‐sized enterprises performance in China

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