Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

https://www.jstor.org/stable/pdfplus/259373.pdf

Social Capital, Intellectual Capital, and the Organizational Advantage

Since the introductory article for what has become known as the “service-dominant (S-D) logic of marketing,” “Evolving to a New Dominant Logic for Marketing,” was published in the Journal of Marketing (Vargo, S. L., & Lusch, R. F. (2004a)), there has been considerable discussion and elaboration of its specifics. This article highlights and clarifies the salient issues associated with S-D logic and updates the original foundational premises (FPs) and adds an FP. Directions for future work are also discussed.

Service-dominant logic: continuing the evolution

Using data collected from multiple respondents in all the business units of a large multinational electronics company, we examined the relationships both among the structural, relational, and cogni...

/pdf/social-capital-and-value-creation-the-role-of-intrafirm-3uuwrj6crb.pdf

Social Capital and Value Creation: The Role of Intrafirm Networks

MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

The Uppsala internationalization process model is revisited in the light of changes in business practices and theoretical advances that have been made since 1977. Now the business environment is viewed as a web of relationships, a network, rather than as a neoclassical market with many independent suppliers and customers. Outsidership, in relation to the relevant network, more than psychic distance, is the root of uncertainty. The change mechanisms in the revised model are essentially the same as those in the original version, although we add trust-building and knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships.

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The Uppsala Internationalization Process Model Revisited: From Liability of Foreignness to Liability of Outsidership

This edited collection applies the network approach to the analysis of business relationships in a global context. Drawing on a number of international case studies, a "network approach" is developed, giving rise to theoretical and practical managerial insights and a different way of conceptualizing companies within markets. New angles emerge on traditional problems of business management, with some novel implications which should challenge established ways to analyze business markets. Previous publications by these authors include, "Corporate Technological Behaviour", "Professional Purchasing" and "Managing Innovation Within Networks".

/pdf/developing-relationships-in-business-networks-5fttlrf0v8.pdf

Developing relationships in business networks

No business is an island: The network concept of business strategy

This chapter looks at the policies and procedures that are necessary to effectively manage relationships with third parties, whether they are Clients, suppliers, or consultants. It addresses issues such as access to the laboratory and its resources, Service Level Agreements, outsourcing, and the use of sub-contractors. It examines the procedures that need to be implemented for contracts with all of these groups and also details the types of checks that should be made before carrying out business with them. This chapter also deals with ways in which conflict resolution, whether with suppliers or Clients can be managed.

Managing Business Relationships

Preface. Chapter 1 A Jungle or a Rainforest? 1.1 A changing business landscape. 1.2 The necessity and danger with metaphors related to the business world. The business world as a jungle populated by competing rivals. The business world as a co-evolving rainforest. 1.3 The content and disposition of the book. Part 1 Business Networks in Action. Chapter 2 Interaction as a way to deal with Relatedness, Variety, and Motion. 2.1 A Need for a Different Theoretical Approach. 2.2 A Business Landscape Populated by Interacting Companies. 2.3 Interaction and the Larger Business Landscape. Chapter 3 Analyzing Business Interation. 3.1 The Idea of Business Interaction. 3.2 Interaction Processes Between Companies. 3.3. An Initial Conceptualization of Interaction. 3.4 The A-R-A Model. 3.5 Interaction and Time. 3.6 Interaction and Space. 3.7 A Model of the Interaction Process. 3.8 Conclusions. Chapter 4 Doing Business: Exploiting Time and Space. 4.1 Using Time and Space. 4.2 Interaction as a Way to Take Advantage of Development Over Time. 4.3 Interaction as a Way to Take Advantage of Development Over Space. 4.4 The Company in the Interactive Business Landscape. Part 2 The Elements of Business Networks. Chapter 5 Interaction and Resources. 5.1. Economic Resources in the IMP Framework. 5.2. An Initial View of Resources in an Interactive Business Landscape. 5.3 Resources and Business: Basic Propositions. 5.4 An Interactive World Full of Resources. 5.5 Combining new and existing resources. 5.6 Resources and their multiple contexts. 5.7 Tensions between resources. 5.8 Business relationships and resource development and use. 5.9 Resources in Time and Space. 5.10 Concluding remarks. Chapter 6 Interaction and Activities. 6.1 An Interactive Business Landscape Full of Activities. 6.2 Basic Propositions About the Nature of Activities. 6.3 Key Issues in Activity Configuration. 6.4 Central Features of Activities. 6.5 A Framework for Analysis of Activity Patterns. 6.6 Balancing in Activity Patterns - Three Empirical Illustrations. 6.7 Concluding the Chapter. Chapter 7 Interaction and Actors. 7.1 Actors in an Interactive Landscape. 7.2 Actors in the IMP Research. 7.3 The Idea of Actors. 7.4 Distinctive Features. 7.5 Analysing Acting Actors. 7.6 Challenges in Conceptualizing Actors. 7.7 Final Considerations. Part 3 The Business Network as an Analytical Tool. Chapter 8 Management and Business Relationships. 8.1 Outline and Introduction. 8.2 When Management Theory is Coloured by the Idea of a Market. 8.3 When Relationships are Observed From a Market Based Management Perspective. 8.4. Conclusions - Relationships and Still a Market? Chapter 9 Managing in the Business Network. 9.1 Introduction. 9.2 The Start - The Relationship as a Unit of Analysis. 9.3 How Do Companies Interact? 9.4 How Should Companies Interact? 9.5 Managing and the Interacting Company. 9.6 Managerial Patterns in Business Networks. 9.7 Conclusions. Chapter 10 Evolution of the Business Landscape. 10.1 Introduction. 10.2 Time and the Business Landscape. 10.3 The Narrative of the Evolution of Economic organizing. 10.4 Re-interpreting Business Evolution. 10.5 A Network View of Business Evolution. 10.6 Concluding Discussion. Chapter 11 Networks and Industrial Policy. 11.1 Networks - One Word But Many Meanings. 11.2 What Principles are Network Policies Resting on? 11.3 The Taiwanese Semiconductor Development - From Virgin Land to a Successful Business Network? 11.4 The Heaviness of Business Networks. 11.5 What's in the Shadow of a Successful Network? 11.6 The Dark Sides of Networks. 11.7 The Different Logics of Development, Production and Use. Chapter 12 Living in the Business Rainforest. 12.1 The Rainforest Metaphor. 12.2 Living in the Rainforest. 12.3 The Entrepreneur and the Business Rainforest. 12.4 The CEO and the Business Rainforest. 12.5 The Financial Accountant and the Business Rainforest. 12.6 The Consumer and the Business Rainforest. 12.7 The Politician and the Business Rainforest. 12.8 Conclusions. References. Index.

Ivan Snehota

Papers

Developing relationships in business networks

No business is an island: The network concept of business strategy

Managing Business Relationships

Business in Networks

Making the Most of Supplier Relationships