The Marketing Strategy Center: Diagnosing the Industrial Marketer's Interdisciplinary Role

1984 ◽  
Vol 48 (4) ◽  
pp. 53-61 ◽  
Author(s):  
Michael D. Hutt ◽  
Thomas W. Speh
Keyword(s):  
Decision Making ◽  
Marketing Strategy ◽  
Buying Behavior ◽  
Industrial Firm ◽  
Organizational Buying ◽  
Managerial Implications ◽  
Decision Making Processes ◽  
Executive Decision Making ◽  
Functional Areas

Strategic interdependencies exist between marketing and other functional areas in the industrial firm. The concept of the marketing strategy center is offered as an organizing framework for exploring the industrial marketer's interdisciplinary role in the development and implementation of marketing strategy. Parallels between organizational buying behavior research and studies of executive decision-making processes are explored. Key research and managerial implications are highlighted.

A General Model for Understanding Organizational Buying Behavior

1972 ◽  
Vol 36 (2) ◽  
pp. 12-19 ◽  
Author(s):  
Frederick E. Webster ◽  
Yoram Wind
Keyword(s):  
Decision Making ◽  
Marketing Strategy ◽  
General Model ◽  
Decision Making Process ◽  
Buying Behavior ◽  
Organizational Decision Making ◽  
Organizational Buying

The authors suggest a model of industrial and institutional buying behavior as an organizational decision-making process. The major dimensions of the model are defined and some implications for marketing strategy are developed.

Studi Perilaku Anggota Unit Pengambil Keputusan Dalam Pembelian Organisasional: Sebuah Review Literatur

2017 ◽  
Vol 24 (1) ◽  
pp. 71-86
Author(s):  
Amin Wibowo
Keyword(s):  
Decision Making ◽  
Information Search ◽  
Search Time ◽  
Integrated Approach ◽  
Review Literature ◽  
Buying Behavior ◽  
Organizational Buying ◽  
Decision Making Unit ◽  
Behavior Based ◽  
Sharing Responsibility

Up to now, organizational buying is still interesting topic discussed. There are divergences among the findings in organizational buying researches. Different perspectives, fenomena observed, research domains and methods caused the divergences. This paper will discusse organizational buying behavior based on literature review, focused on behavior of decision making unit mainly on equipment buying. From this review literatures, it would be theoritical foundation that is valid and reliable to develop propositions in organizational buying behavior. Based on review literature refferences, variables are classified into: purchase situation, member of decision making unit perception, conflict among the members, information search, influences among members of decision making unit. Integrated approach is used to develop propositions relating to: purchasing complexity, sharing responsibility among the members, conflict in decision making unit, information search, time pressure as moderating variable between sharing responsibility and conflict in decision making unit, the influence among the members inside decision making unit and decision making outcome

Business Intelligence System Design and its Consequences for Knowledge Sharing, Collaboration, and Decision-Making

2020 ◽  
pp. 382-402
Author(s):  
Lapo Mola ◽  
Cecilia Rossignoli ◽  
Andrea Carugati ◽  
Antonio Giangreco
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Business Intelligence ◽  
Two Phase ◽  
Intelligence System ◽  
Business Intelligence Systems ◽  
Managerial Implications ◽  
Decision Making Processes

This exploratory study analyses the effects of the technical and organisational characteristics of business intelligence systems (BIS) on knowledge sharing, collaboration, and decision-making processes. The authors conducted a two-phase multi-method investigation. First, we surveyed 30 enterprises using BIS on a regular basis; then, we engaged in an in-depth case study with one of the respondent companies. Our results show that, on average, the technical and organisational characteristics of the BIS are positively associated with an increase in knowledge sharing, leading to an improvement in internal collaboration that subsequently brings improvement in the quality of decision-making. This case study adds that the way the BIS is designed and appropriated in organisations is important in obtaining such results is. A BIS being designed so that it can be appropriated by the general employee base is key in obtaining the desired organizational impacts. This suggests some requirements for BIS design that we will discuss in terms of theoretical and managerial implications.

Organizational justice and climate for inclusion

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huong Le ◽  
Catrina Palmer Johnson ◽  
Yuka Fujimoto
Keyword(s):  
Decision Making ◽  
Organizational Justice ◽  
Employment Practices ◽  
Content Type ◽  
Gender Diverse ◽  
Fair Employment ◽  
Managerial Implications ◽  
Decision Making Processes ◽  
Value Model ◽  
University Setting

PurposeThis article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse employees, and inclusive decision-making processes in the promotion of equitable employment practices are foundational for shaping the climate for inclusion.Design/methodology/approachQualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).FindingsIn examining the similarities and differences between employees' and managers' perspectives, the findings revealed that, in all dimensions of a climate for inclusion, employees had more negative justice concerns than did managers, while managers and employees had similar views on some aspects of employment practices.Research limitations/implicationsThis study was conducted within one university setting; therefore, the findings may not be applicable to other industries.Practical implicationsThis study offers managerial implications that can be developed to promote the climate for inclusion in organizations.Social implicationsIn order to create a fair and equitable workplace, all employees should be able to actively participate in decision-making processes and share suggestions for contextualized and fair employment practices.Originality/valueDrawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.

Decision-making time in organizational buying behavior: An investigation of its antecedents

1993 ◽  
Vol 21 (4) ◽  
pp. 281-292 ◽  
Author(s):  
Ruby Roy Dholakia ◽  
Jean L. Johnson ◽  
Albert J. Della Bitta ◽  
Nikhilesh Dholakia
Keyword(s):  
Decision Making ◽  
Buying Behavior ◽  
Organizational Buying

The heart in organizational buying: marketers’ understanding of emotions and decision-making of buyers

2018 ◽  
Vol 33 (1) ◽  
pp. 19-28 ◽  
Author(s):  
Elyria A. Kemp ◽  
Aberdeen Leila Borders ◽  
Nwamaka A. Anaza ◽  
Wesley J. Johnston
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Buying Behavior ◽  
Organizational Decision Making ◽  
Content Type ◽  
Organizational Buying ◽  
Functional Value ◽  
Human Decision ◽  
Personal Level ◽  
Depth Interviews

Purpose Organizational buying behavior has often been treated as a rational activity, even though humans are involved in the decision-making. Human decision-making often includes a complex cadre of emotions and rationalizations. Subsequently, organizational buyers may not only be driven by logic, testing and facts, but also by emotions. The purpose of this paper is to investigate the role that emotions play in organizational buying behavior. Design/methodology/approach In-depth interviews were conducted with marketing decision-makers for one of the most valuable brands in the world. The role that emotions play in the behavior of organizational buyers is elucidated from the perspective of these marketing professionals. Findings Emotions are prevalent at all stages in the organizational decision-making process and various discrete emotions fuel action tendencies among buyers. Efforts are made by marketers to strategically manage the emotions buyers experience. Practical implications Although organizational buyers must see the functional value of a product or brand, companies need to consider ways in which brands can connect with buyers on an emotional and personal level. Originality/value This paper contributes to the literature by offering insights into which discrete or specific emotions are most prominent in organizational buying behavior and how the manifestation of these emotions impact decision-making at each stage in the buying cycle.

Business Intelligence System Design and its Consequences for Knowledge Sharing, Collaboration, and Decision-Making

2015 ◽  
Vol 11 (4) ◽  
pp. 1-25 ◽  
Author(s):  
Lapo Mola ◽  
Cecilia Rossignoli ◽  
Andrea Carugati ◽  
Antonio Giangreco
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Business Intelligence ◽  
Two Phase ◽  
Intelligence System ◽  
Business Intelligence Systems ◽  
Managerial Implications ◽  
Decision Making Processes

This exploratory study analyses the effects of the technical and organisational characteristics of business intelligence systems (BIS) on knowledge sharing, collaboration, and decision-making processes. The authors conducted a two-phase multi-method investigation. First, we surveyed 30 enterprises using BIS on a regular basis; then, we engaged in an in-depth case study with one of the respondent companies. Our results show that, on average, the technical and organisational characteristics of the BIS are positively associated with an increase in knowledge sharing, leading to an improvement in internal collaboration that subsequently brings improvement in the quality of decision-making. This case study adds that the way the BIS is designed and appropriated in organisations is important in obtaining such results is. A BIS being designed so that it can be appropriated by the general employee base is key in obtaining the desired organizational impacts. This suggests some requirements for BIS design that we will discuss in terms of theoretical and managerial implications.

scholarly journals Faktor-Faktor yang Mempengaruhi Keputusan Pembelian Baut dalam B2B ( Studi Kasus PT. Komoda Indonesia )

2018 ◽  
Author(s):  
Deni Saputra ◽  
Jhanghiz Syahrivar
Keyword(s):  
Decision Making ◽  
Information Source ◽  
Economic Factor ◽  
Primary Data ◽  
Buying Behavior ◽  
Organizational Buying ◽  
System Product ◽  
Main Factors ◽  
Product Specification ◽  
Structured Questionnaire

The main purpose of this research is to investigate the main factors in organizational buying behavior for bolt products. The nature of this research is qualitative by presenting primary data collected through semi structured questionnaire and conducting interviews with five companies that regularly buy bolt products from PT. Komoda Indonesia. Based on the previous literatures, there are eight factors that influence organizational buying behavior in B2B system: Product Specification Factor, Supplier Factor, Buyer's Factor, Economic Factor, Market Factor, Relationship Factor, Decision Maker Factor, and Factor of Information Source. The result of this research suggests that there are three main factors in decision making of bolt product which are Product Specification Factor, Supplier Factor, and Company Factor.

scholarly journals Archetypes of sourcing decision-making

2019 ◽  
Vol 40 (2) ◽  
pp. 117-143 ◽  
Author(s):  
Martin C. Schleper ◽  
Constantin Blome ◽  
Alina Stanczyk
Keyword(s):  
Decision Making ◽  
Leadership Style ◽  
Contextual Factors ◽  
Theory Development ◽  
Buying Behavior ◽  
Product Complexity ◽  
Content Type ◽  
Organizational Buying ◽  
Study Approach ◽  
Multiple Case

Purpose The purpose of this paper is to develop taxonomy of sourcing decision-making (SDM) archetypes and explore how different contextual factors influence these archetypes when global sourcing of complex components is considered a viable option. Design/methodology/approach A multiple case study approach with five in-depth cases is employed. In total, 19 interviews as well as publicly available and internal data from large buying firms headquartered in Austria and Germany were collected and analyzed. Findings The results reveal three different SDM archetypes which are described in detail (i.e. “consensus,” “argumentation” and “cabal”). Furthermore, it is found that these archetypes are mainly influenced by three contextual factors: sourcing maturity, product complexity and leadership style. The final model comprises six propositions which illustrate how these contextual factors determine companies’ SDM archetypes. Research limitations/implications The study contributes to theory development at the intersection of organizational buying behavior and the (global) SDM literature. Thereby, it answers the call for more rigorous investigation of the influence of contextual factors on SDM processes. Practical implications The findings enable practitioners to better understand and consequently manage SDM processes and their outcomes. By supporting decision-makers in identifying SDM archetypes, this study allows sourcing managers and teams to make better decisions by avoiding problems that occur in situations in which the preferred decision-making type would result in suboptimal decisions. Originality/value The study provides a first step toward taxonomy of SDM archetypes and is among the first that explores their underlying contextual factors.

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