Project marketing and the management of discontinuity

Hadjikhani, Amjad

doi:10.1016/0969-5931(96)00013-3

Cited by 134 publications

(159 citation statements)

References 10 publications

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“…the delivery of knowledge-intensive services, including software and product development, is often organized in different ways than large-scale, more standardized administrative services. The project-based nature of much knowledge-intensive work suggests that service relationships involving this type of service are potentially temporary or bridge time periods of latency between projects (see e.g., Hadjikhani 1996;Manning and sydow 2011). also, conversations with practitioners suggest that, in order to protect intellectual property, many clients refrain from sharing critical knowledge and instead prefer to outsource particular work packages on an adhoc basis.…”

Section: Discussionmentioning

confidence: 97%

“…Many knowledge-intensive services, in particular analytic services, software and product development, are performed on a temporary and sometimes one-off project basis (Hobday 2000). Unlike more routine-like business relationships, project-based relationships are likely to be discontinuous (Hadjikhani 1996). Even if they provide future opportunities for collaboration, projects are typically followed by latent time periods (starkey et al 2000;Manning and sydow 2011).…”

Section: Monitoring and Control Mechanismsmentioning

confidence: 99%

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The Stability of Offshore Outsourcing Relationships

Manning

Lewin

Schuerch³

2011

Manag Int Rev

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0Offshore outsourcing of administrative and technical services has become a mainstream business practice. increasing commoditization of business services and growing client experience with outsourcing have created a range of competitive service delivery options for client firms. 0 Yet, data from the Offshoring Research Network (ORN) suggests that, despite increasing market options and growing client expectations related to service quality and cost efficiency, clients typically renew provider contracts and develop longer-term relationships with providers. Based on ORN data, this paper explores drivers of this phenomenon. 0The findings suggest that providers promote contract renewal by making client specific investments in software, it infrastructure and training, and by involving clients in outsourcing operations, thereby increasing relation specific joint equity and creating opportunities for client monitoring and control. interestingly, these strategies apply to routine rather than knowledge-intensive tasks, and are more likely to be applied by large rather than small providers. Surprisingly, high degree of contract specification makes contract renewal less likely. 0 the paper contributes to the growing literature on strategic outsourcing of business services and the importance of governance mechanisms addressing "hidden costs" as well as "hidden benefits" of offshore outsourcing relationships.

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Section: Discussionmentioning

confidence: 97%

Section: Monitoring and Control Mechanismsmentioning

confidence: 99%

The Stability of Offshore Outsourcing Relationships

Manning

Lewin

Schuerch³

2011

Manag Int Rev

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“…Focusing on relational processes is consistent with the service-dominant logic that argues for a shift from productcentric to process-centric thinking (Gummesson 2006;Vargo and Lusch 2004) and from transactions to relationships (Ballantyne and Varey 2006;Cova and Salle 2000;Rust 2004Rust , 2006. It implies that a solution is not just a customized bundle of products that is exchanged for a price; rather, it is an ongoing, relational process of defining, meeting, and supporting a customer's evolving needs (see Hafjikhani 1996). 3.…”

Section: Proposed Viewmentioning

confidence: 99%

Rethinking Customer Solutions: From Product Bundles to Relational Processes

Tuli

Kohli²,

Bharadwaj

2007

Journal of Marketing

784

905

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This study draws on depth interviews with 49 managers in customer firms and 55 managers in supplier firms and on discussions with 21 managers in two focus groups to propose a new way of thinking about customer solutions. Extant literature and suppliers interviewed for this study view a solution as a customized and integrated combination of goods and services for meeting a customer's business needs. In contrast, customers view a solution as a set of customer-supplier relational processes comprising (1) customer requirements definition, (2) customization and integration of goods and/or services and (3) their deployment, and (4) postdeployment customer support, all of which are aimed at meeting customers' business needs. The relational process view can help suppliers deliver more effective solutions at profitable prices. In addition, field research suggests that the effectiveness of a solution depends not only on supplier variables but also on several customer variables. Supplier variables include contingent hierarchy, documentation emphasis, incentive externality, customer interactor stability, and process articulation. Customer variables include adaptiveness to supplier offerings and political and operational counseling that a customer provides to a supplier. Several of these variables underscore the importance of suppliers developing social capital with customers. The authors discuss implications for solution suppliers and identify areas for further research.

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“…HadjikhaniÕs [22] perception that every project is an episode in project marketing is one of a few exceptions. The goal of marketing is defined as repetitive selling to the same buyer.…”

Section: Theoretical Backgroundmentioning

confidence: 98%

Transferring projects to their final users: The effect of planning and preparations for commissioning on project success

Dvir

2005

International Journal of Project Management

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Project marketing and the management of discontinuity

Cited by 134 publications

References 10 publications

The Stability of Offshore Outsourcing Relationships

The Stability of Offshore Outsourcing Relationships

Rethinking Customer Solutions: From Product Bundles to Relational Processes

Transferring projects to their final users: The effect of planning and preparations for commissioning on project success

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