Suchergebnisse

Purpose
This paper aims to reflect on relevance of business-to-business research based on Van de Ven's (2007) engaged scholarship model.


Design/methodology/approach
The paper is a reflection of the current state and potential future research avenues.


Findings
The paper highlights that relevance is important in all four engaged scholarship activities. Pitfalls also occur at all four parts.


Research limitations/implications
The paper highlights challenges and opportunities in business-to-business marketing research.


Originality/value
The paper reflects on relevance of research projects.

Purpose– Most firms have a number of unprofitable customer relationships that drain the firms' resources. However, firms in general and sales representatives in particular hesitate to address this problem and, ultimately, to terminate business relationships. This paper therefore aims to investigate the antecedents and consequences of sales representatives' relationship termination competence.Design/methodology/approach– A model of antecedents of sales representatives' relationship termination competence is developed and tested using a cross-sectional survey of more than 800 sales representatives. The impact of the constructs "termination acceptance", "definition of non-customer", "termination routines" and "termination incentives" on termination competence are analyzed using PLS.Findings– A sales representative's termination competence is positively influenced by greater clarity and wider dissemination of the definition of a "non-customer", higher prevalence of termination routines, and increasing degrees of termination incentives. Acceptance of relationship termination at the firm level does not appear to have a significant impact on sales representatives' relationship termination competence. In addition, termination competence significantly affects the value of customer portfolios.Practical implications– The findings suggest that managers should more actively consider relationship termination as a legitimate option in customer relationship management. In order to increase the value of a firm's customer portfolio, managers must not only provide a clear definition of the types of customers the organization does not want to serve, but must also implement termination routines within the organization. Managers also need to establish incentives for sales representatives to terminate relationships with unprofitable customers.Originality/value– This paper contributes to the currently scarce research on relationship termination by documenting results from a large-scale analysis of relationship termination.

Mit Billigung der künftigen Grobstruktur der Bundeswehr durch den Bundesminister der Verteidigung Thomas de Maiziere erfolgte im September 2011 die grundlegende Weichenstellung für die Zukunft von Heeresfliegern sowie "Spezialisierten und Spezialkräften des Heeres", welche zukünftig in der Division Schnelle Kräfte (DSK) zusammengefasst werden. (Europäische Sicherheit & Technik / SWP)

Suppliers do not only maintain relationships with customers for the customers' benefits but also for their own sake. Various important value‐creating functions of business relationships with customers have been identified in the past. However, the preconditions of this inter‐organizational value‐creation have not been addressed in depth. Drawing upon a database of over 200 customer‐supplier relationships, adaptations, trust and commitment are identified as key drivers for value creation. The results of this study have considerable consequences for the management of inter‐organizational relationships and networks regarding the process of how value could be created in business markets.

To strengthen their position in today's highly‐competitive and fast‐paced business environment, supplier firms often engage in relationships with their customers. Recent advances in information technology offer new ways of managing inter‐organizational relationships. In this paper, a model conceptualizing the impact of information technology deployment on inter‐organizational buyer‐seller relationships is developed. Using an empirical study of 61 German firms engaged in customer‐supplier relationships, this paper also gives some empirical evidence for the developed framework. With regard to relationship management, intra‐ and inter‐organizational information technology deployment has different effects on relationship atmosphere and on the relationship's value creation. The findings give new insight into the role of information technology in value‐creation in business‐to‐business relationships. Managerial implications and future research questions in this area are also discussed.

Zum WerkIn dem Werk werden die Mitarbeitervertretungsordnung (MAVO), die kirchliche Arbeitsgerichtsordnung (KAGO) und die neue kirchliche Datenschutzgerichtsordnung (KDSGO) kommentiert. Der Schwerpunkt der Kommentierung liegt bei der für die Dienstgebenden und Mitarbeitenden der katholischen Kirche und Caritas geltenden MAVO. Dabei werden auch bistumsbezogene Besonderheiten behandelt.Die Darstellung ist für Dienstgebende, Mitarbeitervertretungen und Mitarbeitende in gleicher Weise geeignet.Vorteile auf einen Blickumfassende Kommentierungfür Dienstgebende und Dienstnehmende in der katholischen Kirche und CaritaspraxisgerechtZielgruppeFür Dienstgebende in der katholischen Kirche und Caritas, Mitarbeitervertretungen, Bistümer, Gerichte und Anwaltschaft