liu.seSearch for publications in DiVA
Change search
Link to record
Permanent link

Direct link
BETA
Kowalkowski, ChristianORCID iD iconorcid.org/0000-0002-4081-9737
Publications (10 of 108) Show all publications
Kienzler, M. & Kowalkowski, C. (2017). Pricing strategy: A review of 22 years of marketing research. Journal of Business Research, 78, 101-110.
Open this publication in new window or tab >>Pricing strategy: A review of 22 years of marketing research
2017 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 78, 101-110 p.Article, review/survey (Refereed) Published
Abstract [en]

This article investigates the development and current state of pricing strategy research by undertaking a content analysis of 515 articles published in leading academic journals between 1995 and 2016. The results suggest several developments in research focus and methodology; recent research has focused more strongly on services and applies more rigorous research designs. The results also indicate a persistent focus on consumer markets and economic theories, as well as an increasing consideration of demand-side respondents, at the expense of supply-side respondents. An important feature of this review is a set of actionable takeaways, with both theoretical and methodological implications for pricing strategy research.

Place, publisher, year, edition, pages
Elsevier, 2017
Keyword
Pricing strategy; Literature review; Content analysis; Marketing; Takeaways
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-137345 (URN)10.1016/j.jbusres.2017.05.005 (DOI)000405053800010 ()
Funder
Torsten Söderbergs stiftelse, E24/14
Note

Funding agencies: Torsten Soderbergs Stiftelse, Sweden [E24/14]

Available from: 2017-05-13 Created: 2017-05-13 Last updated: 2017-08-08Bibliographically approved
Holmlund, M., Kowalkowski, C. & Biggemann, S. (2016). Organizational Behavior in Innovation, Marketing, and Purchasing in Business Service Contexts: An Agenda for Academic Inquiry. Journal of Business Research, 69(7), 2457-2462.
Open this publication in new window or tab >>Organizational Behavior in Innovation, Marketing, and Purchasing in Business Service Contexts: An Agenda for Academic Inquiry
2016 (English)In: Journal of Business Research, ISSN 0148-2963, E-ISSN 1873-7978, Vol. 69, no 7, 2457-2462 p.Article in journal (Refereed) Published
Abstract [en]

Many businesses today recognize the increased significance of service and the transition toward service orientation. Nonetheless, organizational practitioners frequently encounter problems managing this shift and seizing service-related business opportunities. This practical relevance, together with many still-unanswered service research questions, has inspired the preparation of this special section that advances the extant literatures on business services. We finish by providing a research agenda. First, more research is needed on the buyer perspective. Second, researchers need to keep in mind financial issues related to business services. Third, more researchers could tap into management, leadership, and decision-making in business service companies. Finally, sustainability, social responsibility, and environmental considerations are important topics for further exploration.

Place, publisher, year, edition, pages
Elsevier, 2016
Keyword
Business-to-business services; Industrial service; Service marketing; Service innovation; Service purchasing; Research agenda
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-125905 (URN)10.1016/j.jbusres.2016.02.014 (DOI)000375812300017 ()
Available from: 2016-03-07 Created: 2016-03-07 Last updated: 2017-11-30Bibliographically approved
Kowalkowski, C., Kindström, D. & Carlborg, P. (2016). Triadic value propositions: When it takes more than two for tango. Service Science, 8(3), 282-299.
Open this publication in new window or tab >>Triadic value propositions: When it takes more than two for tango
2016 (English)In: Service Science, ISSN 2164-3962, E-ISSN 2164-3970, Vol. 8, no 3, 282-299 p.Article in journal (Refereed) Published
Abstract [en]

Value propositions are reciprocal resource-integration promises and value alignment mechanisms, operating to and from actors seeking an equitable exchange. In a business triad any change between two of the actors will also affect the relationships with the third actor, thus influencing resource integration and value creation on a value constellation level. The objective of this paper is to conceptualize a triadic value proposition and analyze how service innovation changes the structural, economic, and social ties between the actors in the triad. Through a qualitative empirical enquiry, we study a six-year process in which a multinational industry incumbent enters the service business. Data comes primarily from interviews with respondents from the manufacturer, dealers, and users. As the value proposition evolves over time, the network ties and thus the interdependence between manufacturer, dealer, and user are strengthened. The findings provide firms a better understand of how to involve and collaborate with key actors in order to initiate a discontinuous change on a firm and network level. This is particularly timely given the major difficulties product firms face when intermediaries play a decisive role for the success of their service innovation initiatives.

Place, publisher, year, edition, pages
Institute for Operations Research and the Management Sciences (INFORMS), 2016
Keyword
Value proposition; network ties; relationship development; service innovation; longitudinal research
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-117961 (URN)10.1287/serv.2016.0145 (DOI)000390566500004 ()
Note

Previous status of this article was Manuscript.

Available from: 2015-05-19 Created: 2015-05-19 Last updated: 2017-12-04Bibliographically approved
Kindström, D., Kowalkowski, C. & Brashear Alejandro, T. (2015). Adding services to product-based portfolios: Adding services to product-based portfolios: An exploration of the implications for the sales function. Journal of Service Management, 26(3), 372-393.
Open this publication in new window or tab >>Adding services to product-based portfolios: Adding services to product-based portfolios: An exploration of the implications for the sales function
2015 (English)In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826, Vol. 26, no 3, 372-393 p.Article in journal (Refereed) Published
Abstract [en]

Purpose: The objective of this research is to explore the implications for the sales function of the infusion of services by formerly product-based firms. In particular, it aims at identifying the changes that need to be made at the sales-function level if the services are to be successfully sold.Design/Methodology: This research is an exploratory qualitative case study. Data were collected by focus group discussions and in-depth interviews with relevant managers in three large multinational companies based in Northern Europe, which were pursuing service-led growth. Findings: The effects of service infusion processes on the sales function could be seen with respect to the three parts of the analytical framework: organization, roles, and competences. The results illustrate the need for a changed perspective with respect to all three parts, if a product-based firm is to be successful in the infusing of associated services into its portfolio of offerings. Analysis of the results identifies key operational initiatives that management needs to understand and implement when corporate and marketing strategies increasingly focus on service-led growth.Research limitations:The study was exploratory and vendor centric, which means that it did not quantitatively assess the results or directly involve the customers at whom the services were directed. Also, the choice of business-to-business firms limits the capacity to generalize the findings. Originality/Value:Whereas relationship-based and value-based selling are approaches more geared to the sales-force level, the study reported in this paper set out to understand fundamental differences at the sales-function level when firms pursue service-led growth. The findings suggest that the realignment of corporate strategy towards an increased focus on services may have far-reaching implications for the sales function.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2015
Keyword
service selling, service infusion, sales function, organization, roles, competences
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-119662 (URN)10.1108/JOSM-02-2014-0042 (DOI)000357114500002 ()
Available from: 2015-06-23 Created: 2015-06-23 Last updated: 2017-12-04Bibliographically approved
Kowalkowski, C. (2015). Business Marketing: A Nordic School perspective. In: Johanna Gummerus, Catharina von Koskull (Ed.), The Nordic School: Service Marketing and Management for the Future (pp. 55-67). Helsingfors: CERS, Hanken Svenska handelshögskolan.
Open this publication in new window or tab >>Business Marketing: A Nordic School perspective
2015 (English)In: The Nordic School: Service Marketing and Management for the Future / [ed] Johanna Gummerus, Catharina von Koskull, Helsingfors: CERS, Hanken Svenska handelshögskolan , 2015, 55-67 p.Chapter in book (Refereed)
Abstract [en]

Too much research in marketing focuses on narrow methodological issues and esoteric phenomena detached from the reality of the business world. The critique is frequently advanced by both scholars and practitioners that the marketing discipline has developed in an incremental manner without challenging or de-constructing its established, underlying concepts and assumptions. As MacInnis (2011) observes, “empirical advances (in methods, statistics) and empirically focused PhD coursework have outpaced conceptual advances and courses. Empirical methods are essential, but unless they are accompanied by good and interesting ideas, their value diminishes” (p. 151). As discussed by other authors throughout this book, the Nordic School of marketing thought has, in the spirit of free enquiry, offered research characterised by theory generation, inductive reasoning and case-study method. While conceptually novel and innovative, it has been firmly anchored in the reality of the business world. For example, managerially relevant phenomena have been addressed through in-depth case studies and action research, helping to generate managerial insight and clarify the complexity and ambiguity of the world around us. From my point of view as business marketing researcher, the Nordic School’s perspective on marketing is intellectually interesting, rhetorically appealing, and managerially applicable. In this short piece, I hope to share my thoughts about its relevance to business marketing, its methodological and philosophical position, and how it might help to increase marketing impact.

Place, publisher, year, edition, pages
Helsingfors: CERS, Hanken Svenska handelshögskolan, 2015
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-119403 (URN)978-952-232-284-5 (ISBN)
Available from: 2015-06-16 Created: 2015-06-16 Last updated: 2015-07-10Bibliographically approved
Nordin, F., Brozovic, D., Kowalkowski, C. & Vilgon, M. (2015). CASE: Managing Customer Relationship Gaps at SKF. Journal of Business Market Management, 8(2), 455-463.
Open this publication in new window or tab >>CASE: Managing Customer Relationship Gaps at SKF
2015 (English)In: Journal of Business Market Management, ISSN 1864-0753, E-ISSN 1864-0761, Vol. 8, no 2, 455-463 p.Article in journal (Refereed) Published
Abstract [en]

This teaching case study focuses on SKF, a leading supplier of products, services and solutions. It consists of an overview of the company and then a narrative concentrating on the sudden loss of a large customer relationship. Moreover, it explores how central individuals devise various strategies to recover the relationship. The purpose is to stimulate a discussion concerning alternative ways for handling such relationship losses. The case is especially suited as a starting point for discussions of different marketing strategies and customer relationship tactics. Teaching notes are provided with discussion questions and possible answers. 

Place, publisher, year, edition, pages
Springer Gabler, 2015
Keyword
Service, Disintermediation, Industrial marketing, Intermediaries, Servitization, Solutions
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-121407 (URN)
Available from: 2015-09-17 Created: 2015-09-17 Last updated: 2017-12-04Bibliographically approved
Biggemann, S., Kowalkowski, C., Brege, S. & Maley, J. (2015). Creation and implementation of business solutions: Effects on supplier firms’ network identity and position. In: : . Paper presented at 23rd International Colloquium in Relationship Marketing (ICRM '09) IMP-conference in Kolding, Denmark in 2015. (pp. 1-12). .
Open this publication in new window or tab >>Creation and implementation of business solutions: Effects on supplier firms’ network identity and position
2015 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This research investigates the dynamic effects that the creation and implementation of business solutions have on the supplier’s network position and identity. The study is based on publicly available data from websites and industry reports, as well as interviews with key decision makers in industrial firms and their networks. It contributes to business marketing literature by modelling the dynamic changes that organisational networks experience when organisational actors interact to create and implement business solutions. It focuses on the concepts of network position and network identity.

Previous research on the creation and implementation of business solutions find that this is a highly interactive process that reshapes markets, introduces new actors, and makes redundant other actors to the focal company network. Overall, the wider business environment where organisational actors operate is affected. Dynamic changes on the network level occur despite the parties' intentions and are also difficult to predict. Nevertheless, the effects on the shape of the network become quite apparent, and affect the parties' rights and obligations as perceived by other organizations; that is, the changes on the network shape affect organizations’ network position. As the process of creation of business solutions evolves, both customer and supplier find themselves interacting with new companies and organisations. This change requires the learning of new norms and rules, and creates opportunities to develop new skills. The introduction of new parties onto the network changes the set of resources and capabilities that the supplier can access and thus make available to their customers. Customers, then, construe the supplier’s network identity differently, eventually more capable than the network identity of competitors, which may create and lead to sustained competitive advantage of the supplier. To conclude, this paper portrays how the network identity changes as a consequence of the parties’ interaction in creating and developing business solutions.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-123386 (URN)
Conference
23rd International Colloquium in Relationship Marketing (ICRM '09) IMP-conference in Kolding, Denmark in 2015.
Available from: 2015-12-15 Created: 2015-12-15 Last updated: 2015-12-23
Biggemann, S., Kowalkowski, C., Brege, S. & Maley, J. (2015). Creation and implementation of business solutions: Effects on supplier firms’ network position and identity. In: Proceedings of the 31st IMP Conference: . Paper presented at IMP-conference in Kolding, Denmark in 2015 (pp. 1-12). .
Open this publication in new window or tab >>Creation and implementation of business solutions: Effects on supplier firms’ network position and identity
2015 (English)In: Proceedings of the 31st IMP Conference, 2015, 1-12 p.Conference paper, Published paper (Refereed)
Abstract [en]

This research investigates the dynamic effects that the creation and implementation of business solutions have on the supplier’s network position and identity. The study is based on publicly available data from websites and industry reports, as well as interviews with key decision makers in industrial firms and their networks. It contributes to business marketing literature by modelling the dynamic changes that organisational networks experience when organisational actors interact to create and implement business solutions. It focuses on the concepts of network position and network identity.

Previous research on the creation and implementation of business solutions find that this is a highly interactive process that reshapes markets, introduces new actors, and makes redundant other actors to the focal company network. Overall, the wider business environment where organisational actors operate is affected. Dynamic changes on the network level occur despite the parties' intentions and are also difficult to predict. Nevertheless, the effects on the shape of the network become quite apparent, and affect the parties' rights and obligations as perceived by other organizations; that is, the changes on the network shape affect organizations’ network position. As the process of creation of business solutions evolves, both customer and supplier find themselves interacting with new companies and organisations. This change requires the learning of new norms and rules, and creates opportunities to develop new skills. The introduction of new parties onto the network changes the set of resources and capabilities that the supplier can access and thus make available to their customers. Customers, then, construe the supplier’s network identity differently, eventually more capable than the network identity of competitors, which may create and lead to sustained competitive advantage of the supplier. To conclude, this paper portrays how the network identity changes as a consequence of the parties’ interaction in creating and developing business solutions.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-123385 (URN)
Conference
IMP-conference in Kolding, Denmark in 2015
Available from: 2015-12-15 Created: 2015-12-15 Last updated: 2015-12-23
Maley, J. F., Kowalkowski, C., Brege, S. & Biggemann, S. (2015). Outsourcing Maintenance in Complex Process Industries: Managing Firm Capabilities in Lock-in Effect. Asia Pacific Journal of Marketing and Logistics, 27(5), 801-825.
Open this publication in new window or tab >>Outsourcing Maintenance in Complex Process Industries: Managing Firm Capabilities in Lock-in Effect
2015 (English)In: Asia Pacific Journal of Marketing and Logistics, ISSN 1355-5855, E-ISSN 1758-4248, Vol. 27, no 5, 801-825 p.Article in journal (Refereed) Published
Abstract [en]

Purpose

The aim of the article is to analyze the rationale for choice of suppliers and the influence these decisions have on the firm’s capabilities.

Design/methodology/approach

We examine the choice of in-house operations versus buying maintenance in the Swedish mining industry through a qualitative case study approach.

Findings

The findings reveal a strong tendency to outsource maintenance.

Research limitations/implications

This in turn has a strong influence on the firm’s capabilities and long-term competitive advantage and sustainability.

Practical implications

Based on the empirical findings, we comment on the strength and weaknesses of the different outsourcing and attempt to find practical solutions that assist the firm in creating competitive advantage.

Originality/value

The unique contribution of this study is that it extends prior firm capabilities studies by investigating the impact of capability loss specifically in complex, intricate maintenance processes in a dynamic industry.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-121801 (URN)10.1108/APJML-02-2015-0018 (DOI)
Available from: 2015-10-07 Created: 2015-10-07 Last updated: 2017-12-01
Kindström, D. & Kowalkowski, C. (2015). Service Driven Business Model Innovation: Organizing the Shift from a Product-based to a Service-centric Business Model (1ed.). In: Nicolai Foss, Tina Saebi (Ed.), Business Model Innovation: The Organizational Dimension (pp. 191-216). Oxford University Press.
Open this publication in new window or tab >>Service Driven Business Model Innovation: Organizing the Shift from a Product-based to a Service-centric Business Model
2015 (English)In: Business Model Innovation: The Organizational Dimension / [ed] Nicolai Foss, Tina Saebi, Oxford University Press, 2015, 1, 191-216 p.Chapter in book (Refereed)
Abstract [en]
  • Features contributions by leading international authors on the topics of business model and business model innovation
  • The first sustained and focused inquiry into the organizational dimension of business model innovation
  • Covers areas of business strategy, innovation and organizational change

Business model innovation is an important source of competitive advantage and corporate renewal. An increasing number of companies have to innovate their business models, not just because of competitive forces but also because of the ongoing change from product-based to service-based business models. Yet, business model innovation also involves organizational change process that challenges existing processes, structures and modes of control.This volume features thirteen chapters written by authorities on business model innovation. The specific angle, and the novel feature of this book, is to thoroughly examine the organizational dimension of business model innovation. Drawing on organizational theory and empirical observation, the contributors specifically highlight organizational design aspects of business model innovation, focusing on how reward systems, power distributions, routines and standard operating procedures, the allocation of authority, and other aspects of organizational structure and control should be designed to support the business model the firm chooses. Also discussed is how existing organizational structures, capabilities, beliefs, cultures and so on influence the firm's ability to flexibly change to new business models.

Readership: Researchers and academics in business and management interested in business strategy, innovation and organizational change; Practitioners, consultants and executives involved with implementation of new business models

Place, publisher, year, edition, pages
Oxford University Press, 2015 Edition: 1
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-114550 (URN)978-0-19-870187-3 (ISBN)
Available from: 2015-02-26 Created: 2015-02-26 Last updated: 2015-03-11
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-4081-9737

Search in DiVA

Show all publications