Carla Ramos

The impact of network configurations on value constellations in business markets - The case of an innovation network

A growing body of scholars are advocating a better understanding of how value is created in business networks, rather than merely in business relationships or at the level of single actors. Among such networks, innovation networks, i.e. the configurations of strategic entrepreneurial nets aimed at improving the effectiveness of innovation performance, have come under scrutiny in the business marketing literature. However, research that explicitly connects value considerations with innovation network configurations is still in its infancy, with empirical evidence being notably scarce. This study is aimed at identifying if and how network configurations affect value constellation aspects in business networks, in terms of value recipients and value outcomes. We interviewed key informants representing 46 hightechnology entrepreneurial firms co-located in an innovation network (Daresbury Science and Technology Park UK). Our study identifies that different network configurations can coexist in the same overall network; these, nevertheless, are not alternative independent structures, but rather they interact with each other through actors spanning their boundaries. Our study thus provides an understanding of network configurations relating to specific value consequences, but also provides evidence relating to the interactions between different configurations. By doing this, we establish a bridge between a business marketing and a strategy perspective on value in networks. Important managerial implications and implications for policy makers also emerge from our study.

When channel conflict positively affect performance: evidence from ICT supplier-reseller relationship

Purpose This paper aims to study the positive impact of functional conflict and conflict management in improving supplier–reseller relationship performance in multi-channel setting (reseller together with supplier’s sales reps). The authors develop four hypotheses, including direct and mediated effects, about conflict management, conflict and the impact on channel performance. Design/methodology/approach The authors’ sample of suppliers in the information and communication technology (ICT) industry in Brazil consists of an interesting setting of multi-channel distribution, as suppliers deal with sales reps in combination with reseller channels to offer products to customers. The sample is representative of the industry, including more than 60 per cent of the ICT suppliers. The model was tested with partial least squares in the context of ICT industry in Brazil. Findings The empirical test shows that although an increase in functional conflict improves channel performance (direct effect), an excessive increase may amplify the dysfunctional conflict, thereby damaging channel performance (indirect effect). The negative interplay between the two natures of conflicts is counterbalanced with conflict management. Results show that conflict management improves channel performance by decreasing the harmful effects of dysfunctional conflict. This paper contributes to the theory by deepening our understanding of conflict, a critical challenge underlying supplier–reseller relationships in marketing channels. For managers, this research clarifies the importance of considering and managing conflict of different nature in the context of multi-marketing channels. Originality/value The contribution of the authors’ study is twofold. First, they develop an integrative mediating model with key constructs of multi-channels’ conflict and channel performance. They incorporate the causal relationships between functional and dysfunctional conflict, conflict management and channel performance into a single conceptual framework. This integrative mediating model to the best of their knowledge has not been developed before. Second, they provide managers with a broad understanding of conflict management implications to supplier’s multi-channel strategy, and how functional conflict can actually be beneficial for channel performance.

Sales intrafirm networks and the performance impact of sales cross-functional collaboration with marketing and customer service

This article draws on the growing body of research in sales intrafirm networks and sales management literature to develop and test a model of sales-marketing and sales–customer service cross-functional collaboration with objective sales performance. We posit that the effectiveness of specific structural feature of sales intrafirm networks (i.e., the number and strength of salesperson intrafirm ties) depends on whether cross-functional collaboration occurs with marketing or customer service. These differences exist because each function has distinct goals and competencies. Using network data from salespeople working for a chemical manufacturer, we found that having few sales-marketing total ties increase salesperson performance, while having many ties with customer service results in better sales results. We also found that strong ties with marketing colleagues lead to high sales growth while sales–customer service collaboration benefits more when ties are weak. Moderating effects show that the combination of few strong ties with marketing and of many weak ties with customer service boosts salesperson performance. While we found that total ties with marketing have a U-shaped effect on salesperson performance, there is an inverted U-shaped effect for sales–customer service collaborations and thus an optimal number of ties. This study advances our understanding of cross-functional collaboration in sales intrafirm network research. From a managerial perspective, our findings suggest that salespeople benefit from network steering capabilities when managing cross-functional contacts. In addition, sales managers benefit from a set of intrafirm network interventions that improve sales-force effectiveness.