There has recently been an increase in interest in the notion of 'network pictures' amongst researchers in the field of business-to-business marketing. Network pictures are managers' subjective mental representations of their relevant business environment. They are posited to work as 'sense-making' devices, and consequently shape managerial decisions, actions, and evaluations. However, while interest in this concept has been reported in a range of literature that we identify and discuss, there has been no attempt to rigorously conceptualise the underlying dimensions of such pictures. Based upon an extensive review of previous work, we propose a parsimonious set of interrelated dimensions, and initially test this approach. We show the model's face validity, but also argue that not all dimensions are perceived as being equally useful: utilisation of the different dimensions is determined more by what it is that managers wish to represent. The implications of the concept of network pictures, as well as further research propositions, are discussed.

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Purpose -The aim of the paper is to define the role of trust and reliance in business relationships. Design/methodology/approach -After this paper identifies gaps in the literature, a conceptual model is developed, and its implications analyzed and discussed. Findings -One of the particularities of trust is its inherent anthropocentricity. As a concept, trust appears to be more applicable at the level of inter-personal relationships than to inter-organizational relationships. Business relationships involve both inter-personal and inter-organizational relationships. The paper considers a number of other possibilities and argues that there is a need to look at reliance as an incremental intellectual lens on business relationships. Research limitations/implications -Within a business-to-business marketing context, the paper discusses the impact of such a multi-faceted conceptualization for research in business relationships. Practical implications -Marketing researchers often neglect the fact that relationships between organizations are based on mutual interests, and attempt to stretch the concept of trust towards inter-organizational relationships without the necessary theoretical scrutiny. Originality/value -Applying the concept of trust to personal relationships and reliance to inter-organizational relationships, the paper introduces a complementary, rational standard that contributes to the calculability in exchange relationships.

The article investigates the role of market orientation as an antecedent for the development of relational capabilities and performance in Russian industrial firms. We test the direct role of different aspects of market orientation on business performance in comparison to an indirect and mediated influence via improving a firm's ability to become embedded in relational structures. The results of an empirical study demonstrate the differential impact of components of market orientation -customer orientation, competitor orientation, and interfunctional coordination -as direct and indirect antecedents of relational capabilities and thus subsequently of overall firm performance. It can be shown that in Russian industrial markets competitor orientation directly and positively impacts on performance, while the other two components of market orientation have only a mediated effect on performance via the development of relational capabilities.

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A challenge facing organizations is that of amalgamating possibilities which do not exist in a transparent and concentrated form, but rather as dispersed individual cognitive 'pictures' perceived by managers embedded in business networks. Based on our research of business networks involving manufacturers of consumer goods, pharmaceutical companies, producers of semiconductors and telecommunication and utility service providers, we propose the concept of network insight, which does not consist merely of extant pictures held by individual managers, but is grounded in the practice of inter-firm exchange. We argue that developing network insight is a managerial challenge encompassing the amalgamation of dispersed pieces of atomized network pictures through heedful, multilateral interactions. Such a managerial activity transcends the task-specific knowledge base of managerial cognition and leads to objectified organizational learning within a business network. Managers that develop insight in business networks are able to mobilize other actors and create a competitive advantage for their organization that is crucial for innovation and growth.

Purpose -The aim of this paper is to identify how companies mobilize other companies in their surrounding network to work within the plans they develop. Design/methodology/approach -A conceptual model is developed and its applicability is illustrated by a case study involving a manufacturerretailer network within Europe. Findings -The study identifies five different challenges that managers need to consider when attempting to mobilize other actors in their networks: developing network insight; introducing new business propositions; concluding the deal; developing the social contract; and achieving sustained mobilization.Research limitations/implications -Although based on a manufacturer-retailer network, it is believed that the proposed model has far wider managerial implications, achieved through the identification of the different challenges.Practical implications -The model is explained in some depth, and its practical implications explained via the case study. Originality/value -The development of a theoretical model of network mobilization based on a network view of business-to-business relationships.

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