21 Agosto 2014

Tópicos (13)

O Australasian Marketing Journal tem em curso uma chamada especial subordinada ao tópico Buyer-Seller Resource Management com edição de Roger Baxter e Mark Glynn, ambos da Auckland University of Technology.

«This special issue will provide a compilation of up-to-date original research into resource transmission through, and resource creation within, buyer-seller relationships. Interest in transmission and accessibility of resources in relationships is long-standing in the sociology literature (McCarthy & Zald, 1977). The management and combination of resources (Morgan & Hunt, 1999) in buyer-seller relationships are recent research topics in the marketing (Cantù, Corsaro, & Snehota, 2012) and supply chain (Ellegaard, Johansen, & Drejer, 2003) literature. Interest in these topics in the marketing literature has intensified recently, particularly as interest in the co-creation of value (Vargo & Lusch, 2004) increases. The nature of relationship resources, the availability of resources from one partner in a relationship to the other, and ways in which one partner might encourage the other to make resources available, and thus become attractive to the other, have also become topics of research interest (Baxter, 2012; Schiele, Calvi, & Gibbert, 2012; Zhang, Baxter, & Glynn, 2013). Papers submitted for this special issue, in business-to-business or business-to-consumer contexts, should help to further elucidate the issues around relationship resource management by answering questions such as the following: What theoretical frameworks are particularly suited to studies of resource management and mobilization in buyer-seller relationships? What are the mechanisms by which resources are mobilized in buyer-seller relationships? Which conditions within the relationship, or external to the relationship and its partners, facilitate or impede resource mobilization in buyer-seller relationships, and how do they do so? How does time affect the way in which resources become available, are transmitted, and are created across or within buyer-seller relationships? How can managers and boundary personnel optimize the value outcomes of resource management in buyer-seller relationships? How do the broader networks, within which the buyer and seller operate, influence management of relationship resources and outcomes? [...]

Baxter, R. (2012). How can business buyers attract sellers' resources?: Empirical evidence for preferred customer treatment from suppliers. Industrial Marketing Management, 41(8), 1249-1258. doi:http://dx.doi.org/10.1016/j.indmarman.2012.10.009
Cantù, C., Corsaro, D., & Snehota, I. (2012). Roles of actors in combining resources into complex solutions. Journal of Business Research, 65(2), 139-150. doi:10.1016/j.jbusres.2011.05.013
Ellegaard, C., Johansen, J., & Drejer, A. (2003). Managing industrial buyer-supplier relations – the case for attractiveness. Integrated Manufacturing Systems, 14(4), 346-356. doi:10.1108/09576060310469725
McCarthy, J. D., & Zald, M. N. (1977). Resource Mobilization and Social Movements: A Partial Theory. American Journal of Sociology, 82(6), 1212-1241.
Morgan, R. M., & Hunt, S. D. (1999). Relationship-Based Competitive Advantage: The Role of Relationship Marketing in Marketing Strategy. Journal of Business Research, 46, 281-290.
Schiele, H., Calvi, R., & Gibbert, M. (2012). Customer attractiveness, supplier satisfaction and preferred customer status: Introduction, definitions and an overarching framework. Industrial Marketing Management, 41(8), 1178-1185. doi:10.1016/j.indmarman.2012.10.002
Vargo, S. L., & Lusch, R. F. (2004). Evolving to a New Dominant Logic for Marketing. Journal of Marketing, 68(1), 1-17.
Zhang, A. L., Baxter, R., & Glynn, M. S. (2013). How salespeople facilitate buyers' resource availability to enhance seller outcomes. Industrial Marketing Management, 42(7), 1121-1130. doi:10.1016/j.indmarman.2013.07.004»

20 Agosto 2014

19 Agosto 2014

Natureza das coisas

Na antevéspera do regresso, o orvalho faz sentir saudade da Casa da Toca, da montanha que a envolve e do nevoeiro cerrado que se vislumbra no Vale do Minho. Qual paradoxo, na véspera da partida, já se tem saudade do imenso sul, do sol e luz que erradia.

15 Agosto 2014

Para ministro das finanças, já!

Há curiosidades no Almanaque da Bertrand que são imperdíveis. Por exemplo, «José Baptista dos Santos, nascido em Faro, em 1843, fez carreira como monstro de circo em Inglaterra, onde também foi estudado pelos médicos da altura. Tinha três pernas, dois pénis e oito testículos» (Almanaque Bertrand 2014-2015, p. 156).

13 Agosto 2014

Judgement



aqui me tinha referido ao principal contributo de Spender para compreender a estratégia das organizações.

11 Agosto 2014

Los Muertos

Ora façam o favor de ver com o som - uma mistura de Nine Inch Nails com motores endiabrados - devidamente puxadinho.

09 Agosto 2014

O ar que se respira

A fauna é este ano ligeiramente diferente. Habitualmente dominada por bifes, muitos deles numa idade que pede ao condomínio a colocação de corrimões nas escadas, conta o encarregado. Ainda assim, em Agosto dominam os tugas de alta cilindrada. Vêm juntos às três gerações de cada vez, mais as tias e a sua rede alargada. Há dois Porsche com chapa de 2014. Este ano, vá-se lá saber porquê, fala-se francês como nunca se ouviu. Estranha-se a ausência do distinto cavalheiro espanhol, aquele mesmo que, ano após ano, carrega ora o ABC, ora o El Mundo debaixo do braço. «A idade não perdoa», lembra a extrema fragilidade daquele andar em anos anteriores. Os dias passam. E finalmente, lá está ele, a passear de forma ainda mais frágil, desta vez com bengala. É o único que lê o jornal em papel. O resto é tudo tabuleiros e telefoneiros. Smart.

08 Agosto 2014

07 Agosto 2014

Tópicos (12)

Co-Management of Purchasing and Marketing, número especial do Industrial Marketing Management com chamada de trabalhos em curso e edição de Adam Lindgreen e Martin Hingley.

«Purchasing professionals recognize the value of aggressive transactional sourcing, as well as of cooperative relational sourcing. Marketing professionals, similarly, understand the role that transactional marketing, as well as more relational marketing practices play. The overall objective of this special issue is to provide a comprehensive collection of cutting-edge theories and research concerning how business practitioners co-manage purchasing and marketing. Past literature has examined developments within purchasing and marketing. For example, the special issue of Journal of Business and Industrial Marketing 23(2) considered the known contemporary marketing practices research program. However, with purchasing and marketing developing from different origins and standpoints, both academically and practically, there is a dearth of thought leadership concerning the combination of the two business functions. There are some exceptions, though. We refer to, for example, the special issue of Industrial Marketing Management 38(8); articles in that issue called for a change in orientation from provision of goods to that of capabilities, and a consequent re-orientation of purchasing and marketing roles. Another example is the work of the Industrial Marketing and Purchasing (IMP) group that takes an industrial networks approach to bring together purchasing with industrial marketing (e.g., Gadde, Håkansson, and Persson, 2010). However, there still is some way to go in crucially actioning theory and practice for cohesion and co-ordination. Relationship marketing, a supply-chain relationship, and an industrial networks approach (e.g., Christopher, 2005; Hingley, 2005) may form the basis of theory and practice, but opportunity for this proposed special edition lies in taking a more radical view to draw on wider reference points and applications. Instruments to measure organizations’ use of purchasing practices and marketing practices exist. In purchasing, four practices are identified: transaction purchasing, electronic purchasing, interactive purchasing, and network purchasing (Lindgreen, Vanhamme, Van Raaij, and Johnston, 2013). In marketing, five practices are identified: transaction marketing, database marketing, e-marketing, interaction marketing, and network marketing (Coviello, Milley, and Marcolin, 2001). These frameworks help us to a better awareness of how organizations relate to their supply markets and industrial markets. Both the purchasing framework and the marketing framework present business practitioners with robust and well-tested ways of evaluating what they are doing, using indicators based on the exchange and managerial aspects of purchasing practices and marketing practices, respectively. The measures used are general enough to have relevance across the range of the said practices, yet the positions also are specific enough to capture different practices of purchasing and marketing. Importantly, the practices in either framework are not mutually exclusive. That is, the purchasing practices framework and the marketing practices framework enable an organization to score high, for example, on both transaction marketing and e-marketing and low on the remaining three marketing practices; or perhaps to score low on transaction purchasing and high on all three forms of relational purchasing practices (electronic purchasing, interactive purchasing, and network purchasing). In purchasing, for example, four mixes of practices have been identified and labeled as transactional, interpersonal dyadic, interpersonal network, and integrative relational configurations (Lindgreen, Vanhamme, Van Raaij, and Johnston, 2013). To achieve the overall aim of bringing together leading thoughts and practices concerning co-management of marketing and purchasing, submitted papers will be embedded within the purchasing and marketing frameworks discussed above. We invite both (a) theoretical papers that examine fundamental issues in, or offer comprehensive frameworks of how organizations co-manage purchasing and marketing and (b) empirical papers—both qualitative and quantitative—that investigate more specific issues in how organizations co-manage purchasing and marketing. As Industrial Marketing Management is widely read by an academic and business audience, all submissions must include strong implications for business practitioners. [...]

Christopher, M. (2005), Logistics and Supply Chain Management: Creating Value-Adding Networks, 3rd edition, Pearson Education, London.
Coviello, N., Milley, R., and Marcolin, B. (2001), “Understanding IT-enabled interactivity in contemporary marketing”, Journal of Interactive Marketing, 15(4), pp. 18-33.
Gadde, L.E., Håkansson, H., and Persson, G. (2010), Supply Network Strategies, 2nd edition, Wiley, Chichester.
Hingley, M. (2005), “Power to all our friends? Learning to live with imbalance in UK supplier-retailer relationships”, Industrial Marketing Management, 34, (8), pp. 848-858.
Industrial Marketing Management (2009), special issue on organizing and integrating marketing and purchasing in business markets, 38(8), pp. 847-1024.
Journal of Business and Industrial Marketing (2008), special issue on contemporary marketing practices, 23(2), pp. 84-141.
Lindgreen, A., Vanhamme, J., Raaij, E. van, and Johnston, W.J. (2013), “Go configure: the mix of purchasing practices to choose for your supply base”, California Management Review, 55(2), pp. 72-96.»

05 Agosto 2014

A Alma dos Ricos (10)


«Nunca deixaria Portugal, por muitas revoluções que houvesse, por muitos motins operários e barragens nas estradas, e inspecções fiscais, e tudo, porque em Portugal se faziam os melhores doces do mundo, puro ovo e amêndoa em proporções ideais e que tinham nomes fantásticos como Papos de Anjo e Barrigas de Freira, nessa picante nota herege que ia tão bem com o pecado da gula, e outros.» [2-253]

A Alma dos Ricos, trilogia de Augustina Bessa-Luis.

03 Agosto 2014

Sebo...



... para trabalhos de verão.

02 Agosto 2014

Tópicos (11)

Número do Industrial Marketing Management dedicado ao tema "Theory and practice of value co-Creation in B2B SYSTEMS". Os editores deste número são Marko Kohtamäki, Risto Rajala e Stephen L. Vargo.

«This special issue explores perspectives on value co-creation in business-to-business (B2B) markets, placing special emphasis on marketing management issues related to value creation in multi-stakeholder systems. Understanding creation and capture of value as systems or networked phenomena – rather than simply considering the value created within the boundaries of a single firm – is an emerging theme within the marketing literature and beyond, in both theory and practice. Attention has centered on topics of value co-creation, including value co-production through co-development, co-learning and co-innovation. While the existing body of business and management research highlights the potential of value co-creation, studies rarely provide evidence of the mechanisms and processes that determine the outcomes of value co-creation within multi-actor systems. In particular, we particularly encourage attention to the question of how value co-creation influences organizational boundaries. For this reason, this special issue calls for research addressing these issues in their inter-organizational context. For the purposes of this special issue, we adopt the distinction of service-dominant (S-D) logic between “value co-creation,” representing the multiple-actor, systemic nature of all value creation and “co-production,” the more-restricted and more-strategic, co-creation of the value proposition (offering) through co-design, co-innovation, co-assembly, etc. (see Vargo 2008; Vargo and Lusch 2008; 2011). Both “co-creation of value” and “co-production” as well as their relationship, represent appropriate focal topics in this special issue. As this special issue aims to provide a broad methodological perspective to value co-creation in multi-stakeholder systems, we call for both conceptual and empirical studies on the phenomenon. Papers may include exploratory and confirmatory approaches and apply qualitative (including case study) or quantitative methodologies. Studies must address the appropriate, existing body of scientific knowledge related to their specific focus. In addition, all submitted research papers must provide a sound methodological account of the selected approach. Relevant topics for the special issue include, but are not limited to: 1 - Current and future management challenges and practices of collaborative value creation. We call for conceptual and empirical research contributions centered on the present challenges and future avenues of inter-organizational value co-creation and co-production. A need also exists to study how value is co-created and co-produced in complex B2B systems. Moreover, there is a need to explore the leadership capabilities required in collaborative value creation. Submitted papers can examine how managers cope with the new forms of networked value creation and capture. 2- Organizational and behavioral perspectives to value co-creation. It is evident that inter-organizational value creation may affect firm boundaries; however, a need exists for research to deepen the current understanding of the influence of collaborative value creation on organizational boundaries and management practices, and the drivers and effects of boundary spanning interactions in inter-firm value systems. Submitted papers can also take social and behavioral perspectives to investigating the new governance structures and contract arrangements that facilitate value co-creation. 3- Business models for inter-firm value creation and capture. We call for empirical contributions on where we are going regarding open business models in B2B settings. Interesting phenomena include, for example, the roles of service triads and platforms in the creation and capture of value. Conversely, submitted papers could add to the current body of scientific knowledge on the management of business models in multi-stakeholder systems. 4 - Performance effects of value co-creation. Organizational performance outcomes of co-learning and co-innovation within value systems are relevant. In particular, further research could investigate the firm level and network-related outcomes of effective value creation and value capture. In addition, there is room for practically oriented research on the effects of leveraging value through multi-actor interplay in value systems on individual actors’ strategy and performance.

Chesbrough, H. (2012). Why companies should have open business models. MIT Sloan Management Review, 48(2), 22–28.
Grönroos, C. (2011). A service perspective on business relationships: The value creation, interaction and marketing interface. Industrial Marketing Management, 40(2), 240–247.
Gunasekaran, A., Lai. K-H., & Cheng, T.C.E. (2008). Responsive supply chain: A competitive strategy in a networked economy. Omega, 36(4), 549–564.
Jacobides, M. G., Knudsen, T., & Augier, M. (2006). Benefiting from innovation: Value creation, value appropriation and the role of industry architectures, Research Policy, 35(8), 1200–1221.
Kohtamäki, M., Partanen, J., Parida, V., & Wincent, J. (2013). Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities. Industrial Marketing Management, 42(8), 1374–1385.
Ramírez, R. (1999). Value co-production: Intellectual origins and implications for practice and research. Strategic Management Journal, 20(1), 49–65.
Santos, F. M., & Eisenhardt, K. M. (2005). Organizational boundaries and theories of organization. Organization Science, 16(5), 491–508.
Vargo, S. L. (2008). Customer integration and value creation Paradigmatic Traps and Perspectives. Journal of Service Research, 11(2), 211–215.
Vargo, S. L., & Lusch, R. F. (2006). Service-Dominant Logic: What it is, what it is not, what it might be. In R. F. Lusch & S. L. Vargo (Eds.), The Service- Dominant Logic of Marketing: Dialog, Debate, and Directions (pp. 43–56). Armonk, NY: ME Sharpe.
Vargo, S. L., & Lusch, R. F. (2011). It’s all B2B…and beyond: Toward a systems perspective of the market. Industrial Marketing Management, 40(2), 181–187.»

30 Julho 2014

Tour

29 Julho 2014

Spin-offs

Já lá vão uns dias mas, ainda assim, assinalo a prova de doutoramento em economia recentemente realizada na Universidade do Minho. Foi no dia 18 de Julho com uma tese intitulada "Research based spin-offs: determinants of strategies and performance" da autoria de Oscarina Susana Vilela da Conceição, colega no vizinho Instituto Politécnico do Cávado e do Ave. A orientação foi de Ana Paula Faria (Universidade do Minho) e Margarida Fontes e as arguições - todas elas de nível excelente - foram de Manuel Mira Godinho (Universidade de Lisboa), Aurora Teixeira (Universidade do Porto) e Natália Barbosa (Universidade do Minho). O júri incluiu ainda José Cadima Ribeiro e Manuel Rocha Armada, ambos da casa. Enfim, já não me lembrava da última vez que tinha assistido no público a umas provas e dei o tempo por bem empregue.

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