ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to
With the rise of group purchasing organizations, determining the optimal relationship between buyers and sellers has become an even greater challenge.
In interfirm relationships, the identity orientation of each party can impact what type of governance is the most effective.
CEOs with prior marketing experience can prove particularly effective at enhancing corporate social performance.
Managing multichannel sales system requires careful consideration of design and governance decisions.
In B2B markets, firms entering licensing agreements should consider licensing experience as a key factor when making monitoring decisions.
The goals of the 2021 ISBM B2B Trend Study© are (1) to identify research priorities for the academic B2B marketing community and (2) to guide course content and other offerings for the corporate ISBM community.
The use of temporary organizations in B2B settings continues to be substantial, but the selection of suppliers and pricing strategies is a key challenge for firms employing diverse teams of specialists.
Although managers often do not consider the degree of system modularity when making their governance choices, recent work has found that they should.
Reseller selection efforts are costly, time consuming, and are sometimes questioned as effective governance mechanisms. Nevertheless, reseller selection efforts are justified as they lower suppliers’ ex post transaction costs amd weaken the likelihood of resellers’ possible exploitation of supplier-reseller relationship in the case of supplier’s investments in the relationship, and promote value creation. Analyzing two waves of surveys in a B2B supplier-reseller context, the authors of this study insights on relationship governance dynamics of reseller selection efforts.
B2B firms are increasingly shifting to offer service solutions as competitive and commoditization threats increase. However, much of these shifts to service-oriented offerings have generated mixed results. The authors investigate this problem as a governance problem and highlight that the different phases of solutions development (experimentation, integration, and evolution) expose actors to various governance tensions.
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