Donald W. Barclay

The effects of organizational differences and trust on the effectiveness of selling partner relationships.

Selling alliances that are formed to cooperatively develop and maintain customer relationships are among the new organizational forms that marketing managers utilize for competitive advantage. To b...

Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment

Information systems strategic alignment---the fit between business strategic orientation and information systems (IS) strategic orientation---is an important concept. This study measured business strategic orientation, IS strategic orientation, and IS strategic alignment, and investigated their implications for perceived IS effectiveness and business performance. Analyses of data gathered in a mail survey of North American financial services and manufacturing firms indicated that 1) business strategic orientation, IS strategic orientation, and IS strategic alignment are modeled best by utilizing holistic, ‘systems’ approaches instead of dimension-specific, ‘bivariate’ approaches, 2) three generic IS strategic orientations can be detected, 3) user information satisfaction does not capture important strategic aspects of IS effectiveness, 4) IS strategic alignment is a better predictor of IS effectiveness than is strategic orientation, and 5) business strategic orientation, IS strategic alignment, and IS effectiveness have positive impacts on business performance.

Technology transfer to the private sector: A field study of manufacturer buying behavior

Abstract Public sector RD and business empathy and credibility are the most important attributes of the transfer agent. The R&D director is identified as a key influencer in the transfer decision and represented by a model of the directors attitude toward technology transfer proposals. The authors develop implications for public sector managers/ agents and suggest opportunities for further research.

Organizational Buying Outcomes and Their Effects on Subsequent Decisions

In organizational buying, the outcomes of one purchase decision, and activities in the post‐decision period, affect how the next related decision is approached. Here a taxonomy is developed to organize buying decision outcomes. Using an established conceptualization of the buying centre and buying decision process, a propositional inventory of how selected outcomes may impact aspects of subsequent organizational buying decisions is also suggested. This leads to implications for marketing managers and to directions for further research.