Services, products, and the institutional structure of production

Araújo, Luís; Spring, Martin

doi:10.1016/j.indmarman.2006.05.013

Cited by 184 publications

(131 citation statements)

References 40 publications

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“…Hence, a very fragile boundary prevents goods in the array from 'spilling over' and complicating actors' calculations. Sales people typically seek to get their exchange object, usually some product/service hybrid, to be considered by other market participants as part of the array of objects that count as goods, and that others take into account (Araujo & Spring, 2006). Rinallo and Golfetto (2006) show how extended and convoluted an activity this can be in their study of concertation at a trade show for textiles.…”

Section: Sales People As Market Shapersmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

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Publication informationIndustrial Marketing Management, 38 (6): 608-617 Publisher ElsevierItem record/more information http://hdl.handle.net/10197/5189 Publisher's statement þÿ T h i s i s t h e a u t h o r s v e r s i o n o f a w o r k t h a t w a s a c c e p t e d f o r p u b l i c a t i o n i n I n d u s t r i a lMarketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial þÿ M a r k e t i n g M a n a g e m e n t ( V o l u m e 3 8 , I s s u e 6 , A u g u s t S e p t e m b e r 2 0 0 9 , P a g e s 6 0 8 6 1 7 ) Industrial Sales People as Market ActorsAbstract: We develop the concept of boundaries in the context of sales personnel and their counterparts encountering and negotiating these while they undertake work to shape markets and build relationships. Drawing on a case study from production chemistry, we show that market shaping implies a mutual development of relationships, goods and services exchanged, and boundaries. In particular, we show that while relationships can submerge and obscure parts or dimensions of boundaries to other market actors, normal business activities such as testing new products and adapting products to changes in environmental legislation make visible some material dimensions of the exchange object, which can attract attention from other sellers. Visibility finds an expression as those market objects are exchanged, such that objects can be devices by which other actors join in and position themselves and their objects within markets.

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Section: Sales People As Market Shapersmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

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“…For instance, the healthcare industry is increasingly outsourcing strategically important services (Foxx, Bunn & McCay, 2009). Of course, manufacturing (service) firms can, to a certain extent, rely on the services (products) of its suppliers (Araujo & Spring, 2006). Yet, operational processes for manufacturing firms differ from those of service firms.…”

Section: The Role Of Preferential Resource Allocation In Different Inmentioning

confidence: 99%

The competition for supplier resources

Pulles¹

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“…In the area of solution selling, Tuli et al (2007) and Zhang et al (2013) show how such resources or inputs are also interactive, becoming stable only in specific uses. Second, formatting a service as tradable extends beyond a firm and an immediate trading relationship to include valuations that guide exchanges, which similarly, are to be made stable (Araujo and Spring, 2006). Following Callon et al (2002), we thus expect actors to engage in market-making work as well as product or service qualification work.…”

Section: The Management and Marketing Of Innovation As A Servicementioning

confidence: 99%

“…Actors' trading of innovation as a service can be particularly challenging given the often ambiguous and uncertain nature of the problems it aims to solve, actors' different resources and expertise, and their often conflicting interests in its production, exchange and use (Song, Dyer and Thieme 2006). The exchange of incremental innovation services requires buyers and sellers to agree on the service's qualities, value, and the terms and conditions of its exchange in the context of present and future unknowns (Araujo and Spring 2006). Debates around how to 'contract for innovation' may serve as an indication of just how complex and contentious this formatting in the face of continuous uncertainty at the buyer/seller interface can be (Gilson, Sabel and Scott 2009).…”

Section: Introductionmentioning

confidence: 99%

Making incremental innovation tradable in industrial service settings

Geiger

Finch

2016

Journal of Business Research

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How do organizations develop, buy and sell incremental innovation as a service? In many knowledge-intensive business-to-business settings the locus of interaction has shifted from stable, discrete, and articulated products and services to the exchange of somewhat nebulous capacities of problem-solving, innovation and R&D services. In these exchanges, tensions and conflicts between actors can arise in seeking clarity as to what is being exchanged and how it is valuable, while at the same time attempting to keep the interaction open for future adjustments to the scope and content of the exchange. We combine a longitudinal case study of a chemical services firm with Galison's (1999) concept of a trading zone and contributions in industrial services marketing to assess how actors offer, value and exchange incremental innovation. Focusing on the contentious nature of innovation processes, our contributions to the understanding of intra-and interfirm behavior in marketing and purchasing are threefold:(1) We examine how incremental innovation is formatted as a tradable service; (2) We explain how buyers, sellers and developers exchange the service of incremental innovation even when this service remains contentious in its specification; (3) We argue that trading zones complement relational processes and contractual arrangements by allowing actors to preserve their own logics and expertise pertaining to innovation.

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Services, products, and the institutional structure of production

Cited by 184 publications

References 40 publications

Industrial sales people as market actors

Industrial sales people as market actors

The competition for supplier resources

Making incremental innovation tradable in industrial service settings

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