Value in business markets: What do we know? Where are we going?

Lindgreen, Adam; Wynstra, Finn

doi:10.1016/j.indmarman.2005.01.001

Cited by 484 publications

(456 citation statements)

References 85 publications

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“…Firms maintain relationships to benefit from their positive outcomes (Lindgreen & Wynstra, 2005). This reflects in relationship marketing developments over the last two decades which rely on the premise that relational exchange generates superior value for involved parties compared to transactional exchange (e.g.…”

Section: Relationship Value As a Bonding Dimensionmentioning

confidence: 99%

“…in terms of increased performance, competitiveness, satisfaction, and innovation (Gummesson, 2004;Lindgreen & Wynstra, 2005;Ravald & Grönroos, 1996;Sharma, Tzokas, Saren, & Kyziridis, 1999). A buyer-seller relationship can be defined as a non-accidental sequence of market transactions between independent market actors (Kleinaltenkamp & Ehret, 2006).…”

Section: Introductionmentioning

confidence: 99%

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The bonding effects of relationship value and switching costs in industrial buyer–seller relationships: An investigation into role differences

Geiger

Durand

Saab³

et al. 2012

Industrial Marketing Management

120

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Section: Relationship Value As a Bonding Dimensionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The bonding effects of relationship value and switching costs in industrial buyer–seller relationships: An investigation into role differences

Geiger

Durand

Saab³

et al. 2012

Industrial Marketing Management

120

View full text Add to dashboard Cite

“…Extant research on relationship management has emphasized the positive consequences to be gained from longterm relationships with customers (e.g., Grönroos, 2006, Lindgreen andWynstra, 2005). In turbulent and competitive markets, however, it is not always easy to maintain established relationships (e.g., Christensen and Overdorf, 2000), as the quote above illustrates.…”

Section: Introductionmentioning

confidence: 99%

Managing relationship gaps: A practitioner perspective

Nordin

Ravald

2016

Journal of Business Research

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Prior research has failed to explain how practitioners manage relationship gaps, i.e., situations where the interests of the parties in the relationship no longer match. By adopting a practice-based research approach to explain empirical findings drawn from industrial (B2B) service contexts, this study contributes an explanatory framework of how practitioners handle relationship gaps in practice and what factors guide and shape their behaviors. This analysis is based on work life stories from practitioners at six different industrial companies and shows that relationship gaps are managed through four alternative gap management practices, each characterized by a specific set of activities. The practitioner's perception of the validity and feasibility of the available options guide the scope of action within which different sets of activities are enacted.

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“…In the industrial marketing management field, studies have also shown in various ways how institutions shape the rules of exchange (Bello et al, 2004); structural market change dynamics (Hingley, 2005a), business network systems (Lindgreen & Wynstra, 2005;Lukkari & Parvinen, 2008), family institutional logics (Jansson, Johanson & Ramström, 2007) and guanxi traditions and systems in emerging markets (Zhuang, Alex & Tsang, 2010). This work brings out power as both an explicit and implicit property of institutions.…”

Section: Power As a Property Of Buyer-seller Institutional Arrangementsmentioning

confidence: 98%

Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops

Palmer

Simmons

Robinson

et al. 2015

Industrial Marketing Management

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Research Highlights:• Demonstrates how power is a property of institutional maintenance work.• Recognizes the significance of temporary industrial workshop settings for maintaining power.• Provides insights into how the work of institutional maintenance 'bears down' on buyer and seller exchanges.• Elucidates priming work activity and pressure specialist mechanisms for legitimation or relegitimation of roles and expectations.• Shows power intensification in the instituting and normalizing of distinct in-group market rules. 4Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops Abstract This paper aims to offer new theoretical and empirical insights into power dynamics in an industrial supplier workshop setting. Theoretically, it advances an institutional perspective on supplier workshops as an important venue in managing, preserving and instituting industrial market power. Based on a detailed ethnographic analysis of an industrial workshop setting, this article investigates the institutional maintenance work of Retail Co. in preserving the power dynamics of market dominance in business exchanges and market structures. Our findings revealed three previously unreported insights into the subtle, but nonetheless pervasive power from institutional maintenance work in an industrial workshop setting. First, the institutional workshop work comprised a cultural performance; constituting socialization practice through a performance game, the power of numbers in field comprehension and an award ceremony. Second, the institutional workshop work mobilized projective agency, stipulating, directing and appealing for the instituting of distinct market rules and collective identities. Finally, the institutional workshop work increases supplier docility and utility via the regulative technologies-of-the-self to enhance business planning, operations and market decision-making practice, without necessarily being seen to be disciplinarian.

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Value in business markets: What do we know? Where are we going?

Cited by 484 publications

References 85 publications

The bonding effects of relationship value and switching costs in industrial buyer–seller relationships: An investigation into role differences

The bonding effects of relationship value and switching costs in industrial buyer–seller relationships: An investigation into role differences

Managing relationship gaps: A practitioner perspective

Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops

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