Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Crises in business markets: implications for interfirm linkages

Crises in business markets: implications for interfirm linkages In the global economy, firms link with customers and suppliers through a complex nexus of strategically critical interfirm relationships. Due to the diversity of environments and networks involved, these linkages are increasingly vulnerable to catastrophic disruptions, also referred to as “crises.” The authors offer an advanced conceptualization of crises and explicate the interplay of crises and interfirm relationships. On the basis of literature and qualitative data from 27 interviews with executives in 13 firms, the authors develop a process model of crisis that consists of five phases: (1) awareness and acknowledgment, (2) sensemaking, (3) response design, (4) response implementation, and (5) reconciliation in the aftermath. In discussing the model, the authors emphasize the influence of crisis on interfirm relationships and conversely highlight the role of the interfirm relationships in crisis management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Academy of Marketing Science Springer Journals

Crises in business markets: implications for interfirm linkages

Download PDF
19 pages

Loading next page...
 
/lp/springer-journals/crises-in-business-markets-implications-for-interfirm-linkages-bEvT2D6Tkt
Publisher
Springer Journals
Copyright
Copyright © 2007 by Academy of Marketing Science
Subject
Business and Management; Business and Management, general; Marketing; Social Sciences, general
ISSN
0092-0703
eISSN
1552-7824
DOI
10.1007/s11747-007-0045-1
Publisher site
See Article on Publisher Site

Abstract

In the global economy, firms link with customers and suppliers through a complex nexus of strategically critical interfirm relationships. Due to the diversity of environments and networks involved, these linkages are increasingly vulnerable to catastrophic disruptions, also referred to as “crises.” The authors offer an advanced conceptualization of crises and explicate the interplay of crises and interfirm relationships. On the basis of literature and qualitative data from 27 interviews with executives in 13 firms, the authors develop a process model of crisis that consists of five phases: (1) awareness and acknowledgment, (2) sensemaking, (3) response design, (4) response implementation, and (5) reconciliation in the aftermath. In discussing the model, the authors emphasize the influence of crisis on interfirm relationships and conversely highlight the role of the interfirm relationships in crisis management.

Journal

Journal of the Academy of Marketing Science – Springer Journals

Published: Jun 8, 2007

References

  • Enacting market crisis: The social construction of a speculative bubble
    Abolafia, M. Y.; Kilduff, M.
  • Marketing in the network economy
    Achrol, R. S.; Kotler, P.
  • Dyadic business relationships within a business network context
    Anderson, J. C.; Häkansson, H.; Johanson, J.
  • Strategic channel design
    Anderson, E.; Day, G. S.; Rangan, K.
  • Marketing-oriented ethnography: Interpretation building and marketing strategy formulation
    Arnould, E.; Wallendorf, M.
  • Consumers
    Arnould, E.; Price, L.; Zinkhan, G. M.
  • A model of crisis perception: A theoretical and empirical analysis
    Billings, R. S.; Milburn, T. W.; Schaalman, M. L.
  • Strategy through the options lens: An integrated view of resource investments and the incremental choice process
    Bowman, E. H.; Hurry, D.
  • Critical factors affecting the planning and implementation of major projects
    Bryson, J. M.; Bromiley, P.
  • The vise trapping of PC makers
    Burrows, P.
  • Contracts, norms, and plural form governance
    Cannon, J. P.; Achrol, R. S.; Gundlach, G.
  • The concept of a marketing crisis
    Clark, T.
  • Crisis and the content of manager’s communications: a study of the focus of attention of top managers in surviving and failing firms
    D’Aveni, R. A.; MacMillan, I. C.
  • Toward a general theory of competitive rationality
    Dickson, P. R.
  • Developing buyer–seller relationships
    Dwyer, F. R.; Schurr, P. H.; Oh, S.
  • Building theories from case study research
    Eisenhardt, C.
  • An introduction to qualitative research
    Flick, U.
  • Handbook of qualitative research
    Fontana, A.; Frey, J. H.
  • Rediscovering satisfaction
    Fournier, S.; Mick, D. G.
  • The discovery of grounded theory: Strategies for qualitative research
    Glaser, B. G.; Strauss, A.
  • A contingency approach to strategy implementation at the business-unit level: Integrating administrative mechanisms with strategy
    Govindarajan, V.
  • Building organizational capabilities for managing economic crisis: The role of market orientation and strategic flexibility
    Grewal, R.; Tansuhaj, P.
  • Strategic intent
    Hamel, G.; Prahalad, C. K.
  • Interorganizational governance in marketing channels
    Heide, J. B.
  • The comparative advantage theory of competition
    Hunt, S. D.; Morgan, R. M.
  • Strategic integration in industrial distribution channels: Managing interfirm relationship as a strategic asset
    Johnson, J. L.
  • The role of relational knowledge stores in interfirm partnering
    Johnson, J. L.; Sohi, R.; Grewal, R.
  • Principles of marketing
    Kotler, P.; Armstrong, G.
  • The myopia of learning
    Levinthal, D. A.; March, J. G.
  • Organizational crisis, part I: Definition and conceptualization
    Milburn, T. W.; Schuler, R. S.; Watman, K. H.
  • The design school: Reconsidering the basic premise of strategic management
    Mintzberg, H.
  • The commitment–trust theory of relationship marketing
    Morgan, R. M.; Hunt, S. D.
  • Is slack good or bad for innovation?
    Nohria, N.; Gulati, R.
  • Tactics of implementation
    Nutt, P. C.
  • Reframing crisis management
    Pearson, C. M.; Clair, J. A.
  • Marketing implementation: The implications of marketing paradigm weakness for the strategy execution process
    Piercy, N. F.
  • Going to extremes: Managing service encounters and assessing provider performance
    Price, L.; Arnould, E.; Tierney, P.
  • The social construction of reputation: Certification contests, legitimation, and the survival of organizations in the American automobile industry
    Rao, H.
  • Marketing channels: Relationships and performance
    Reve, T.; Stern, L. W.
  • Handbook of qualitative research
    Richardson, L.
  • The acquisition and utilization of information in new product alliances: A strength of ties perspective
    Rindfleisch, A.; Moorman, C.
  • Coke’s crisis
    Schmidt, K. V.
  • Reconceptualizing the determinants of risk behavior
    Sitkin, S. B.; Pablo, A. L.
  • An examination of organizational factors influencing new product success in internal and alliance-based processes
    Sivadas, E.; Dwyer, F. R.
  • A study of organizational ‘framework’ and process modalities for implementation of business-level strategic decisions
    Skivington, J. E.; Daft, R. L.
  • Marketing, business processes, and shareholder value: An organizationally embedded view of marketing activities and the discipline of marketing
    Srivastava, R. K.; Shervani, T. A.; Fahey, L.
  • Jac Nesser’s biggest test
    Taylor, A.
  • Interpreting consumers: A hermeneutical framework for deriving marketing insights from tests of consumers’ consumption stories
    Thompson, C. J.
  • Sensemaking in organizations
    Weick, K. E.
  • Marketing organization: An integrative framework of dimensions and determinants
    Workman, J. P.; Homburg, C.; Gruner, K.
  • Case study research: Design and methods
    Yin, R. K.
  • Theory construction in marketing: Some thoughts on thinking
    Zaltman, G.; LeMasters, K.; Heffring, M.