Inside service-intensive projects: Analyzing inbuilt tensions

Ojansivu, Ilkka; Alajoutsijärvi, Kimmo

doi:10.1016/j.ijproman.2014.11.001

Cited by 14 publications

(12 citation statements)

References 85 publications

(105 reference statements)

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“…• Cultural influences -no explicit link to behavioural decision theories made Sequential multi-method (interviews, survey) 12 interviews, 60 surveys of project practitioners (Germany and Sweden) with experiences with both German and Swedish projects (Ojansivu and Alajoutsijärvi, 2015) Intergroup tensions in project…”

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confidence: 99%

Errors, lies and misunderstandings: Systematic review on behavioural decision making in projects

Stingl

Geraldi

2017

International Journal of Project Management

109

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confidence: 99%

Errors, lies and misunderstandings: Systematic review on behavioural decision making in projects

Stingl

Geraldi

2017

International Journal of Project Management

109

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“…Complex organizational buying scenarios, given their long durations, tend to involve a series of temporary workers. There is often a need to engage some buying center members for discrete periods, or, they choose to move on prior to the completion of the implementation process (Flowers, 2004; Ojansivu and Alajoutsijärvi, 2015). This commonly relates to their expertize.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Buying centre members’ information control and complex organizational buying

Prior

Mudiyanselage

Hussain

2020

JBIM

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Purpose This study aims to examine buying center members’ information control (IC) in complex organizational buying contexts to uncover the effect of IC on overall procurement performance (PP) and the effects of expert power (EP), legitimate power (LP) and referent power as antecedents to IC. Design/methodology/approach The study uses confirmatory factor analysis and structural equation modeling in AMOS version 21 to assess the hypotheses using a cross-sectional survey of 294 Sri Lankan buying center members active in complex organizational buying. Findings Results show that IC has positive effects on overall PP and that both EP and LP are significant antecedents to IC. Research limitations/implications The findings challenge the conventional wisdom that sharing all information in complex organizational buying is a sure-fire way to gain success. Instead, a measured, deliberate approach is more productive and this is more likely necessary and fruitful if the buying center member has EP or LP. Practical implications Procurement managers, supply chain managers and other managers with responsibility for implementing complex organizational buying outcomes should seek to enhance IC in buying center members to promote positive procurement outcomes, but this may stifle suppliers’ attempts to influence the process. Buying center members with EP and LP are more likely to face pressure to exert IC. Originality/value This study is the first to examine IC, its antecedents and consequences in complex organizational buying scenarios. EP and LP appear to underpin IC which, itself, has significant effects on PP.

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“…Where traditional B2B marketing research largely considers the relevance and involvement of buying center members to conclude once when the buying decision is final, understanding their impacts beyond this point is an emerging area of interest in B2B marketing research. There has been some consideration on the impact of conflict between temporary workers (Ojansivu and Alajoutsijärvi, 2015), and there is also evidence to suggest post-project effects of implementation team dynamics that have important implications for the buyer–supplier relationship as a whole (Ojansivu et al, 2013, 2015).…”

Section: Contemporary Issues In B2b Marketing – Beyond Ai and Itmentioning

confidence: 99%

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

Prior

Keränen

2020

Australasian Marketing Journal

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In this paper, we offer critical reflections on several contemporary issues in B2B marketing research. Specifically, we consider value, customer solutions, temporary organizations, governance models and sustainability within this literature. Our reflections lead us to suggest that further B2B marketing research is necessary in terms of four main areas (i) integrating complex offers for solutions, (ii) integrating functional activities, (iii) understanding the inter-related societal effects of B2B marketing, and (iv) understanding B2B marketing in information-poor environments. We develop an agenda that could serve to motivate further B2B marketing research while also reminding scholars that ‘it's not just about Artificial Intelligence (AI)’ or Information Technology (IT).

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Inside service-intensive projects: Analyzing inbuilt tensions

Abstract: The purpose of this research is to identify typical professional and occupational groups in

Cited by 14 publications

References 85 publications

Errors, lies and misunderstandings: Systematic review on behavioural decision making in projects

Errors, lies and misunderstandings: Systematic review on behavioural decision making in projects

Buying centre members’ information control and complex organizational buying

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

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