The buying center concept as a milestone in industrial marketing: Review and research agenda

Cabanelas, P.; Cortez, Roberto Mora; Abando, Jon Charterina

doi:10.1016/j.indmarman.2022.10.026

Cited by 24 publications

(9 citation statements)

References 111 publications

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“…Recent studies show that tacit governance structure of a relationship relies on cooperative norms based on a mutual long-term commitment (Vieira et al , 2023). Finally, Cabanelas et al (2023) have proposed an overall view of the state-of-the-art of buying center literature, highlighting its elements, influencing factors, evolution and research opportunities.…”

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

“…The most recent and influential studies on the buying center and the evolution of organizational buying behavior in B2B place the accent on its evolution, on the importance of internal and external collaboration (Vieira et al , 2023) for the creation of value (Purmonen et al , 2023) and the integration of technology (Pedersen, 2023) and on the need to understand the role of resources and capabilities in this context (Cabanelas et al , 2023; Homburg and Tischer, 2023). However, despite some attempts to analyze the buying center in SMEs and the buying process evolution in terms of technology (Chaising and Haasis, 2021; Gavrila and de Lucas Ancillo, 2021; Windapo et al , 2020; Sánchez-Rodríguez et al , 2020; Okfalisa et al , 2021; Fready et al , 2022), the phenomenon still remains relatively under-investigated and lacks an overall perspective.…”

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

“…However, despite some attempts to analyze the buying center in SMEs and the buying process evolution in terms of technology (Chaising and Haasis, 2021; Gavrila and de Lucas Ancillo, 2021; Windapo et al , 2020; Sánchez-Rodríguez et al , 2020; Okfalisa et al , 2021; Fready et al , 2022), the phenomenon still remains relatively under-investigated and lacks an overall perspective. Indeed, previous studies have raised questions about the tools and roles that can help the internal and external cooperation of buying groups (Cabanelas et al , 2023).…”

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

“…The buying center concept was introduced in purchasing literature over 50 years ago (Robinson et al, 1967;Johnston and Bonoma, 1981;Johnston and Lewin, 1996) and it is defined as a set of individuals who interact for the specific purpose of accomplishing the buying task (Chandler and Johnston, 2012), including roles such as users, influencers, buyers, decision makers, and gatekeepers (Forman, 2014). The evolution of buying center literature can be categorized into three distinct phases: (i) establishing the conceptual bases from 1972 to 1989, (ii) consolidating the buying center construct from 1990 to 2008, and (iii) exploring new horizons from 2009 to 2021 (Cabanelas et al, 2023). Past research identifies key dimensions, structures, and interaction patterns of buying centers, including vertical and lateral involvement, manager centrality, connectedness (Purmonen et al, 2023).…”

Section: Buying Centersmentioning

confidence: 99%

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Buying centers and emerging developments: the SME perspective

Cardinali,

Sharma,

Cedrola

et al. 2024

JBIM

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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.

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Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

Section: Literature Review and Conceptual Backgroundmentioning

confidence: 99%

Section: Buying Centersmentioning

confidence: 99%

See 2 more Smart Citations

Buying centers and emerging developments: the SME perspective

Cardinali,

Sharma,

Cedrola

et al. 2024

JBIM

View full text Add to dashboard Cite

show abstract

“…In the contemporary business landscape, procurement management assumes a pivotal role, and in the wake of marketplace evolution and globalization, procurement has entered an unparalleled era. It has transformed into a vital source of profit and cost for organizations and is endowed with extraordinary strategic importance [ 1 ]. Nevertheless, procurement management confronts a multitude of challenges, among which collusion against compliance looms large.…”

Section: Introductionmentioning

confidence: 99%