This paper investigates the dynamics of business networks. We distinguish between con®ned dyadic change and network change and show how change itself may be incremental or radical, using the punctuated equilibrium model of change. The concept of the critical event is introduced to highlight radical change. We propose an analytical framework where the ideas of mechanism, nature and forces of change are integrated. Two circles of network change (incremental and radical) are presented and transfers from one circle to the other are discussed. We believe this conceptual elaboration may have signi®cant implications for future network dynamic research.
Purpose -Customer participation in the creation of offerings has become a key focus in marketing literature. This paper synthesizes extant research on the topic to enhance understanding of the conceptualization and value outcomes of customer participation in the creation of offerings. Design/methodology/approach -The study is based on an extensive, systematic literature review covering 163 articles on customer participation published over the last four decades. Selected publications were analyzed according to the topics studied, study context, research approach, and findings. Findings -The review demonstrates how the conceptualization of customer participation has evolved in terms of the nature and range of customer contributions, their temporal scope, and the outcomes considered. It also synthesizes the hypothesized and empirically scrutinized value outcomes of customer participation for both sellers and customers.Research limitations/implications -The review reveals important gaps in the existing knowledge on customer participation, and identifies relevant areas for future research. The literature review may have missed some relevant papers that use different terminologies. Practical implications -Managers should consider the strategic significance of customer participation in their businesses, promote the potential benefits to their customers, and institute necessary changes in their organization to facilitate participation. Originality/value -This paper provides a structured overview of the empirical and conceptual research addressing customer participation and brings forth evidences regarding its value outcomes, thereby contributing to extant knowledge on value creation.
This research is about the ending of business relationships: what that is, why it happens, and how an extant relationship dissolves. Ending of buyer-seller relationships has very recently attracted increased research attention. This article adds to the existing knowledge by developing a process model to understand, in particular, how dissolution advances in a professional service context. The model aims to attend the major shortcomings of existing research and distinguishes three conceptual categories: the type of relationship and its ending, the factors that influence the process, and the ending process per se. It is concluded that the ending process is always both temporally and contextually embedded and to a significant degree actordriven; a picture of idiosyncrasy rather than deterministic development. The article ends by discussing managerial implications and making suggestions for future research.
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