Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

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Evolving to a New Dominant Logic for Marketing

The Social Psychology of Organizations.

Here I examine each of the major issues raised by Priem and Butler (this issue) about my 1991 article and subsequent resource-based research. While it turns out that Priem and Butler's direct criticisms of the 1991 article are unfounded, they do remind resource-based researchers of some important requirements of this kind of research. I also discuss some important issues not raised by Priem and Butler—the resolutions of which will be necessary if a more complete resource-based theory of strategic advantage is to be developed.

Is the Resource-Based “View” a Useful Perspective for Strategic Management Research? Yes

Extant literature has increased our understanding of specific aspects of digital transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on digital transformation.

Understanding digital transformation: A review and a research agenda

https://www.paulallen.ca/documents/2014/08/lusch-rf-vargo-sl-competing-through-service-insights-from-service-dominant-logic-2007.pdf

Competing through service: Insights from service-dominant logic

Hunt, Shelby D. , A General Theory of Competition: Resources, Competences, Productivity, Economic Growth, Sage Publications, Thousand Oaks, London, New Delhi 2000, geb., $ 89,95

https://www.impgroup.org/uploads/papers/4358.pdf

Are key account relationships different? Empirical results on supplier strategies and customer reactions

Purpose – The concept of key account management (KAM) has received considerable attention from practitioners and scholars for well over 20 years now. However, numerous articles build on a set of tacit assumptions for which we lack empirical evidence. This paper seeks to propose an empirical test of several of these assumptions.Design/methodology/approach – The contribution draws on a study conducted among 297 purchasing managers in two industries (packaging goods, market research data).Findings – The findings indicate that parts of the foundations of KAM are not as solid as they may appear at first sight.Practical implications – This paper invites managers of KAM programs to carefully consider the objectives they assign to such programs by integrating the idea of value created both for key customers and for suppliers implementing such programs.Originality/value – The paper extends knowledge of key account management in the business field by providing new – and, in the light of the extant literature, somet...

Key Account Management in Business Markets: An Empirical Test of Common Assumptions

Recently, a new challenge has emerged for brand management. Large numbers of Internet users attack brands on social media collaboratively, a phenomenon that we refer to as “collaborative brand attacks” (CBAs). Yet despite the frequency and the relevance of CBAs, little is known about why and how they develop. In this research, we apply a Delphi study followed by a qualitative analysis of multiple CBA cases in order to develop a framework that explains the triggers, the amplifiers, as well as the reaction strategies to CBAs. These findings highlight the conceptual differences between CBAs and traditional brand crises.

Björn Sven Ivens

Papers

Hunt, Shelby D. , A General Theory of Competition: Resources, Competences, Productivity, Economic Growth, Sage Publications, Thousand Oaks, London, New Delhi 2000, geb., $ 89,95

Are key account relationships different? Empirical results on supplier strategies and customer reactions

Key Account Management in Business Markets: An Empirical Test of Common Assumptions

Collaborative Brand Attacks in Social Media: Exploring the Antecedents, Characteristics, and Consequences of a New Form of Brand Crises

Governance mechanisms in domestic and international buyer–supplier relationships: An empirical study