Examining the use of fsQCA in B2B marketing research: benefits, current state and agenda for future research

Purpose The purpose of this paper is to build on recent efforts occurring within business-to-business (B2B) marketing research to advance methodological developments. As phenomena within B2B relationships have become increasingly complex, marketing scholars have begun to point out the limitations associated with correlation-based methodological approaches and highlight the need for new developments in this area. One such development is the fuzzy set qualitative comparative analysis (fsQCA). Design/methodology/approach This study uses a literature review to examine the use of fsQCA in B2B marketing research. Findings First, the current manuscript presents the benefits that the application of fsQCA can offer to market researchers investigating B2B phenomena. Second, the paper presents the current state of fsQCA use within B2B marketing. Third, it suggests possible marketing B2B research topics that can be explored using fsQCA. Originality/value The study highlights the benefits of fsQCA, presents the current state of fsQCA use within B2B marketing and offers a rich future research agenda for B2B marketing scholars. This agenda can also help spur additional method developments in the discipline.

Impact of digital technology on velocity of B2B buyer-supplier relationship development

Purpose This study aims to examine how the widespread adoption of digital technology (DT) in business-to-business (B2B) markets affects and, in particular, increases the velocity of relationship development over time. Design/methodology/approach A literature search was conducted to develop propositions concerning DT’s effect on the various stages of an existing B2B buyer-seller relationship development model. A group of 55 experienced practitioners was used to obtain reactions to the propositions. Findings DT affects buyer-seller relationship development by reducing the time needed to initiate and advance through sequential relationship stages. Agility in the decision-making process fosters stronger inter-firm relationships and influences other important attributes of B2B relationships, such as organizational commitment, organizational embeddedness, trust and value creation. Research limitations/implications A broader, more diverse sample of commercial buyers and sellers is required to permit testing the generalizability of the study’s findings. Practical implications DT affects the speed and agility of B2B relationship formation regardless of stage. As DT evolves in the age of Industry 4.0, an understanding of the effects of DT will aid managers in assessing ways to leverage its potential and apply appropriate DT strategies throughout the B2B relationship process to capitalize on current and future business opportunities. Firms need to explore the positive and negative effects of the digital revolution on managers within their supply chain networks. Originality/value To the best of the authors’ knowledge, this is the first study that specifically addresses DT’s impact during the specific stages of the relationship development process.

The impact of e-marketplace on the B2b relationships

PurposeConsidering the growing momentum of online marketplaces worldwide, the purpose of this paper is to develop a model to identify the main activities impacted by the implementation of an e-marketplace in the business-to-business relationship and assess the savings on costs for the main actors involved (i.e. manufacturer, distributor and retailer).Design/methodology/approachThe methodology used in the study is a quantitative one. The analytical model used to evaluate B2b e-marketplace's impacts followed three main steps: (1) model settings and general assumptions, (2) cost structure and (3) model simulation.FindingsThe findings reveal that beyond stock-out costs and inventory levels also other operating costs (i.e. transportation, penalty and administrative costs) play a significant role in determining overall impacts of B2b e-marketplace, and as such should be considered by managers in their process of e-marketplace evaluation, selection and performance optimisation. The model shows that compared with the offline scenario the B2b e-marketplace is expected to bring value to the overall supply chain, which tends to increase as the share of e-sales penetration is increased, ranging from a cost reduction of 0.1% (€ 229.2k) in the base-case of 10% e-sales adoption, up to 0.9% (€ −2.2 M) in case of full e-marketplace adoption.Originality/valueThis study aims to shed light and foster the adoption of B2b e-marketplace by providing some practical tools to support (1) research in future studies, filling the existing gaps on the topic, and (2) managers in the process of adoption and execution of e-sales through online marketplaces.