Journal of Business & Industrial Marketing 

About: Journal of Business & Industrial Marketing is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Business & Marketing strategy. It has an ISSN identifier of 0885-8624. Over the lifetime, 2116 publications have been published receiving 70737 citations. The journal is also known as: Journal of business and industrial marketing.

Customer perceived value: a substitute for satisfaction in business markets?

Abstract: In recent years, there has been a resurgence of interest in the value construct among both marketing researchers and practitioners. Despite a growing body of research, it is still not clear how value interacts with related marketing constructs. Researchers have called for an investigation of the interrelationship between customer satisfaction and customer value to reduce the ambiguities surrounding both concepts. Investigates whether customer value and satisfaction represent two theoretically and empirically distinct concepts. Also addresses whether value is a better predictor of behavioral outcomes than satisfaction in a business marketing context. Two alternative models are developed and empirically tested in a cross-sectional survey with purchasing managers in Germany. The first model suggests a direct impact of perceived value on the purchasing managers' intentions. In the second model, perceived value is mediated by satisfaction. This research suggests that value and satisfaction can be conceptualized and measured as two distinct, yet complementary constructs.

The relationship marketing process: communication, interaction, dialogue, value

Abstract: The objective of the article is to discuss a framework of central processes in relationship marketing. The framework includes an interaction process as the core, a planned communication process as the marketing communications support through distinct communications media, and a customer value process as the outcome of relationship marketing. If the interaction and planned communication processes are successfully integrated and geared towards customers' value processes, a relationship dialogue may merge.

Tacit knowledge transfer and firm innovation capability

Abstract: This study surveys a broad spectrum of US manufacturer and service firms to examine the effect of tacit knowledge transfer on firm innovation capability. The authors present a set of hypotheses concerning the relationships between inter‐firm relationship strength and tacitness of knowledge transfer, extent of tacit knowledge transfer and innovation capability, and innovation capability and innovation performance based on the theory of knowledge. Moderating roles of firm collaborative experience and firm size on the relationship between inter‐firm relationship strength and the extent of tacit knowledge transfer are considered. Empirical results generally support the predictions from the theory and managerial implications are included.

Customer‐perceived value in industrial contexts

Abstract: Although customer‐perceived value is discussed widely in the literature, few empirical studies have been conducted due to an absence of operational measures. Reports on the development of measures and tests two customer‐perceived value structures using data collected from industrial customers of the information technology industry. The findings generally support both structures and provide empirical support for a value proposition with 13 value drivers. Furthermore, results indicate that most of the 13 drivers are assessed in a similar way by industrial customers of three service sectors surveyed, ICE (information, communication, entertainment), distribution and finance. Flexibility and responsiveness – two service‐related benefits – are important value drivers for all the business customers surveyed. Relationship value drivers are assessed the most differently in two of the three sectors studied, finance and ICE (information, communication, entertainment).

Organizational culture and job satisfaction

Abstract: This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross‐section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.