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dc.contributor.authorAarikka-Stenroos, Leena
dc.contributor.authorAaboen, Lise
dc.contributor.authorCova, Bernard
dc.contributor.authorRolfsen, Aron
dc.date.accessioned2018-03-26T10:26:32Z
dc.date.available2018-03-26T10:26:32Z
dc.date.created2017-11-05T15:49:31Z
dc.date.issued2018
dc.identifier.citationIndustrial Marketing Management. 2018, 68 (1), 74-85.nb_NO
dc.identifier.issn0019-8501
dc.identifier.urihttp://hdl.handle.net/11250/2492075
dc.description.abstractInitiation is still an unclear phase of B2B relationship development. Here, we build on existing theoretical knowledge derived from relationship development, project marketing and international business literature. We use this to analyze three cases of business relationship initiations between Norwegian and South Korean actors in the shipping industry. By piecing together theoretical and empirical insights, we develop a dynamic model of the relationship initiation process that highlights the role of initiation contributors in international project business. The developed model reveals that multiple entities— such as contacts, rituals and standards—serve as initiation contributors. These trigger or facilitate the focal dyadic relationship initiation, while also preparing future initiations in the focal context. Thus, our key contribution is to bring processual and contextual dimensions to business relationship initiation. Our research also suggests practical insights as to which actors and entities suppliers need to mobilize, in order to initiate new business relationships in international project business contexts.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleBuilding B2B relationships via initiation contributors: Three cases from the Norwegian-South Korean international project businessnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber74-85nb_NO
dc.source.volume68nb_NO
dc.source.journalIndustrial Marketing Managementnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1016/j.indmarman.2017.09.027
dc.identifier.cristin1511052
dc.description.localcode© 2017. This is the authors’ accepted and refereed manuscript to the article. Locked until 3.11.2020 due to copyright restrictions. This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/nb_NO
cristin.unitcode194,60,25,0
cristin.unitnameInstitutt for industriell økonomi og teknologiledelse
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal