Bibliographic record
Abstract
ABB Group, 25, 26 ABB Robotics, 7, 24 marketing and sales activities, 33 marketing reorganization in, 25À26 structure, 28 Achrol's view of new organizational forms, 45À46 Adaptation(s), 131, 216 of business practice, 65À66 ongoing processes of organizational, 281À282 Aerial photograph, 120, 127 Aftonbladet Sport, 107 Alfa Laval, organizational design, 11, 12, 21 Alliance networks, 272 Ambidextrous organizations consequences for processes of (re-)organizing marketing, 251À252 consequences of digitalization for marketing management and organization, 248À249 dual forces, 243 focal phenomenon and driver of organizational change, 244À247 marketing and role of new technical platforms, 247À248 marketing and sales in, 242 propositions for marketing management and organizations, 249À251 Ambiguity, 108 environment, 45 marketing organization change and, 265 Analytical framework, 226 Apple, high-profile IT company, 229À230 Apple's customer support, 296n16 ARA model, 273 ARJO (Swedish company), 173À174 ASEA, 25 Augmentation effect, 134 Automation, 312À314 Business Area, 41 managers, 35 tools, 21 unit, 34 Automotive industry, 25, 26, 27, 37, 246 Avisa Company, 104 B2B selling processes.See Business maneuvering B2C business, 313 B2G, value in, 79À82 "Balancing" pattern, 127 Behavioral-based systems, 17 Behavioral-oriented approach, 135 Big data, 197, 204 "Boundary-spanning" drivers of digital platforms, 243 Brand orientation, 286, 299n23 I-D Logic of marketing, 305 increasing solution business and outside-in way of organizing marketing, 299 integration, 303 managerial implications, 301À302 marketing as perspective of organizing, 286À288 as method to change from products to solutions, 297À301 MOM, 289À297 theoretical implications, 302À305 Brand-dominant logic of marketing (B-D logic of marketing), 292, 293 Brand-Focused Professionals, 294 Business coordination and communication in business interactions, 282À283 environment, 65, 73 fraternization, 117, 118, 119 marketing, 158 marketing's strategic role and connection to business management, 69 networks, 272, 310 philosophies, 122 practices, 65À66, 192À193 problems of inefficiency, 180À181 project, 120 situation, 120 standardization, 117, 119 value in business markets, 79 venture, 167 See also Customer Relationship Management systems (CRM systems) Business Intelligence (BI), 188 Business maneuvering, 116À117 contemporary B2B markets, 115À116 example, 117À119 fundaments of, 118 model, 122, 123 need for new perspective, 116 practical contributions, 120À121 voices, 114À115 winÀwin concept, 121À122 Business model(s), 51À52, 78 of editorial outsourcing, 96 for outsourcing deal, 115 See also Interaction model Business System (BS), 180, 185 Business Units (BU), 28 Business-to-business (B2B), 286 business context, 270 companies, 286 contexts, 3À5, 313, 315 marketing, 166 value in, 79À82 BuyerÀsupplier relationships, 172À173 Buying process, 12, 143 Call-center Company, 19 Capability challenges in solution business, 89À90 Car Inc., 19À20 Category management, 149À150 Cause-and-effect relationship, 178 Changed contact design between Signal Solutions and Secure Communications, 169À171 structural implications, 171 Changing organizational design, efficiency and effectiveness by, 11À12 Chief Financial Officers (CFOs), 198 Chief marketing officers (CMOs), 242, 288 Chief procurement officer (CPO), 153 China, voice and situation of LDU manager in, 35À36 Circular process view, 227, 228 Cisco, organizational design, 11À12 "Classical" marketing organization, 70 Clock services, 104n18 CNAUS production units, 29, 34 Coaching process, 132 Cocreation, 97 Codevelopment process, 141À142 Collaboration, 31, 37, 97, 121 close, 38 cross-competence, 198 drivers of sales and marketing, 70 internal, 117 "Commercial" level maturity, 144 Commodity, 166 Communication in business interactions, 282À283 voice and situation of manager, 39 Company crisis, 99À100 Companywide marketing orientation, 62 Competence, 136À137 Competitive dialogue, 309 Competitors, 31, 106À107 Complex selling processes, 117 Computer Aided Production Planning system (CAPP system), 185À186 Conceptual interface-specific outcome knowledge, 218 Conduct regular evaluation, 235 "Connected Vehicle Cloud" solution, 246 Consumers, 244 Contemporary B2B business, value creation in, 4À6 Contemporary procurement organizations, 144 Contemporary sales management processes, 130, 132À133 Content delivery partner, 108 Content marketing, 312À314 Content providers, 246 Contingency factors, 314 Contingency variables, 121 Continuous customer value creation, 235 customer value verification, 234À235 ensuring, 233, 239 supporting customer value experience, 233À234 Continuous value cocreation management in supply network, 236À237 Contract-driven system, 64 Contradictions, 97, 255, 261, 264, 266 "Convergence" processes, 248À249 Coordination in business interactions, 282À283 Corporate coherence, 151 Corporate culture, 16 Corporate decision making, 120 Corporate purchasing, 142 Cost/sacrifice & benefits approach, 79 Critical examination, 235 Critical products/services, 148 Customer Action Planning (CAP), 190 Customer management automation, sales efficiency as, 190À191 Customer orientation, 45, 52, 109, 303 in action, 102À103 marketing organization and, 52 Customer relationship, deepening, 235À236 Customer Relationship Management systems (CRM systems), 4, 12, 126 addressing challenges to efficiency through organizing business practices, 185 efficiency gap, 202À203 function gap, 200À201 gaps between sales needs and CRM tools, 200 improving business by organizing business practices using CRM tools, 184 interface gap, 201 main contributions, 197À198 sense-making tool architecture, 203 status gap, 201À202 supporting design, 204À205 supporting links, 204 supporting structure, 203À204 tools, 179 practices, 192À193, 196 Customer Value Calculator (CVC), 188, 189 Customer Value File (CVF), 188, 189 Customer(s), 6, 11, 13 accepting premise, 101À102 actual and ongoing needs, 228, 238 "co-creation" process, 52 "co-evolution" process, 52 communication with customer's decision makers, 229
Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.
How this classification was reachedexpand
Full frame machine prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. The Gemma side is a direct model label for every work in the frame, read from the title-only record. The Codex side is a classifier learned from the 10,348 direct Codex labels and calibrated to design-weighted sample rates; fields without enough sample support carry no Codex call. Candidate is the union of the two sides; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels.
Distilled classifier scores by category (both heads)
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.001 | 0.008 |
| Meta-epidemiology (narrow) | 0.002 | 0.001 |
| Meta-epidemiology (broad) | 0.002 | 0.001 |
| Bibliometrics | 0.007 | 0.011 |
| Science and technology studies | 0.003 | 0.001 |
| Scholarly communication | 0.014 | 0.011 |
| Open science | 0.003 | 0.005 |
| Research integrity | 0.003 | 0.003 |
| Insufficient payload (model declined to judge) | 0.703 | 0.709 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one source (direct Gemma or distilled Codex), not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".