Key Account Management har blivit uppmärksammat i tidigare forskning i många aspekter, men däremot har det lagts mindre fokus på betydelsen av nätverk inom företagssamarbeten.Med bakgrund till detta har denna uppsats ett teoretiskt fokus på hur svenska banker hanterarsina nyckelkunder och vilken betydelse dessa har för det fokala företaget. För att besvaraforskningsfrågan har uppsatsen utgått från en jämförande analys mellan två svenska bankersom arbetar med B2B samarbeten. Med hjälp av kvalitativa djupintervjuer med anställda frånvardera företag har likheter och skillnader kunnat sammanställas. Utifrån detta har slutsatserdragits av att båda bankerna delar många liknande värderingar och tankesätt vad det gäller attbehålla samarbeten. Även fast bankerna har liknande strategier utifrån många synvinklar,skiljer det sig i hur de skapar nya relationella partnerskap. Avslutningsvis är synen på nätverkoch företagets identitet relativt olika mellan de två olika bankerna som studerats.

Purpose - This study addresses the gap concerning the barriers of integrating actors and digital assets into digital platforms (DPs) within an existing business ecosystem. To achieve this, the following two research questions: What are the barriers when integrating business ecosystem actors into a DP? and What are the barriers when integrating digital assets into a DP? are answered.  Method - A qualitative single case study was conducted on a Swedish goods transport ecosystem (GTE) where informants of 12 different firms were interviewed. This was followed by a thematic analysis, utilizing the data obtained from 15 semi-structured interviews that engaged various actors within the GTE. The actors either possessed firsthand experience in successfully integrating a DP or expressed an interest in such integration. Findings - The analysis resulted in 14 different issues categorized within 6 barriers in the 2 main areas based on RQ1 and RQ2. The identified barriers included Competition and Conflicts of Interest, Organizational and operational differences, Regulation, Integrity, and Compliance, Need of digital infrastructure, Data transparency and Data sharing and Data Standardization and Data quality. Despite the clear need for standardized data, there is a lack of incentives for investment in this. Additionally, the fear of losing data integrity outweighs the benefits of increased data availability between the actors of the GTE.  Implications - This study adds to existing literature by identifying the barriers to integrating actors and digital assets into DPs within a business ecosystem. It maps out these barriers as perceived by business ecosystem actors during the integration process. The study also offers 3 focus areas for managers to utilize in the integration process, providing insights to overcome barriers and improve actor and digital asset integration. Limitations and future research - The case study investigated a logistical ecosystem in Sweden, highlighting the need for future research to explore other business ecosystem settings. Further investigation is required into the focus areas identified in this study and their implications for barrier mitigation. / Syfte - Denna studie behandlar gapet gällande hinder för att integrera aktörer och digitala tillgångar i digitala plattformar (DP) inom ett befintligt affärsekosystem. För att uppnå detta besvaras följande två forskningsfrågor: Vilka är hindren vid integration av aktörer i ett affärsekosystem i en DP? och Vilka är hindren vid integration av digitala tillgångar i en DP? Metod - En kvalitativ fallstudie genomfördes på ett svenskt godstransportekosystem (GTE) där informanter från 12 olika företag intervjuades. Detta följdes av en tematisk analys, som använde data från 15 semistrukturerade intervjuer som engagerade olika aktörer inom GTE. Aktörerna hade antingen direkt erfarenhet av att framgångsrikt integrera en DP eller uttryckte intresse för sådan integration. Resultat - Analysen resulterade i 14 olika problem kategoriserade inom 6 hinder i de 2 huvudområdena baserade på RQ1 och RQ2. De identifierade hindren inkluderade Konkurrens och intressekonflikter, Organisatoriska och operativa skillnader, Regelverk, Integritet och efterlevnad, Behov av digital infrastruktur, Datatransparens och Datadelning samt Datastandardisering och Datakvalitet. Trots det tydliga behovet av standardiserade data saknas incitament för investering i detta. Dessutom överväger rädslan för att förlora dataintegritet fördelarna med ökad data tillgänglighet mellan aktörerna i GTE. Implikationer - Denna studie bidrar till befintlig litteratur genom att identifiera hindren för att integrera aktörer och digitala tillgångar i DP inom ett affärsekosystem. Den kartlägger dessa hinder så som de uppfattas av affärsekosystemets aktörer under integrationsprocessen. Studien erbjuder också 3 fokusområden för ledare att använda i integrationsprocessen, vilket ger insikter för att övervinna hinder och förbättra aktörs- och digital tillgångsintegration. Begränsningar och framtida forskning - Fallstudien undersökte ett logistiskt ekosystem i Sverige, vilket påvisar behovet av framtida forskning för att utforska andra affärsekosystem. Vidare forskning behövs kring de fokusområden som identifierats i denna studie och deras implikationer för att mildra de funna hindren.

No / Purpose - The aim of this paper is to gain a better understanding of how small technology start-ups learn about a key customer in the context of B2B relationships, and to propose a model of interfirm learning with customers. Design/methodology/approach - Using a qualitative case-based approach, the authors immerse themselves in the development of three learning alliances between technology startups and industry leaders, two successes and one failure, to gain an in-depth understanding of the dynamics involved. Data were collected on both sides of the alliance dyad. Findings - The paper delineates four learning cycles: alliance inception, joint-learning, specialization and discovery. These learning cycles constitute sequences of increasing understanding, cooperation, and higher order learning between the partners; evolving from an exchange of existing knowledge to the joint development of new knowledge. Originality/value - This study contributes to an integration of the alliance and marketing literatures by offering empirical evidence of a different type of alliance, namely the reciprocal learning alliance. It also contributes to broadening our understanding of market orientation in inter-organizational settings. In the context of business-to-business relationships, the study has identified four critical dimensions of learning alliance success, and proposed how they could be measured: Learn about customers; Interact with customers; Customer-specific investments; and Co-develop breakthrough innovations. Finally, the study demonstrates the significant role played by 'committed champions'.

Yes / The digital transformation is an accumulation of various digital advancements, such as the transformation of the web phenomenon. The participatory web that allows for active user engagement and gather intelligence has been widely recognised as a value add tool by organisations of all shapes and sizes to improve business productivity and efficiency. However, its ability to facilitate sustainable business-to-business (B2B) activities has lacked focus in the business and management literature to date. This qualitative research is exploratory in nature and fills this gap through findings arising from interviews of managers and by developing taxonomies that highlight the capability of participatory web over passive web to enable different firms to engage in business operations. For this purpose, two important interrelated functions of business i.e. operations and marketing have been mapped against three dimensions of sustainability. Consequently, this research demonstrates the ability of big data and social media analytics within a participatory web environment to enable B2B organisations to become profitable and remain sustainable through strategic operations and marketing related business activities. The research findings will be useful for both academics and managers who are interested in understanding and further developing the business use of participatory web tools to achieve business sustainability. Hence, this may be considered as a distinct way of attaining sustainability.

Yes / Although various critical elements, such as media publicity, word of mouth, legislation, and environmental factors, are not under the control of a company, they play a significant role in influencing its brand image. Uncertainty over how different social networking sites can support brands is one of the crucial reasons for the delayed acceptance of social media (SM) in business-to-business (B2B) transactions. SM possesses immense potential in relation to gathering customer data and assisting B2B marketers. Therefore, this study reviewed SM usage in the B2B context, based on 294 selected articles. The methodology included bibliometric analysis to identify the impact of SM usage in the B2B domain and content analysis to perform a thematic assessment. Our analysis found that many B2B firms cannot leverage SM’s potential to its fullest compared to business-to-customer (B2C) firms. However, SM can help B2B marketers build their brand presence and trust globally, ultimately helping them find potential customers and build relationships with global supply chain providers.

Background: The development of Artificial intelligence increased has become integral to organizational life, transforming operations by enhancing efficiency and performance. Its ability to replicate complex tasks significantly impacts outcomes, enabling faster and more cost-effective practices. Successful AI adoption requires a focus on individual-level impacts within organizations. Understanding these microfoundations is essential for leveraging AI effectively and promoting organizational development. This underscores the importance of exploring individual-level factors within B2B companies for successful AI implementation. Purpose: The purpose of this study is to explore Individuals` perception of AI implementation in the context of B2B organization. This by identifying the prominent factors influencing individuals´ responses to AI implementation and how individuals` responses affect the overall implementation. Method: To comprehensively achieve the purpose of this study, a qualitative research design with an inductive approach was employed. This by gathering empirical data collected from seventeen semi-structured interviews and analyzed using a thematic data analysis method. Conclusion: The findings of this study show four major factors: Motivation, Emotion, Cognition, and dynamic orientation significantly influence individuals´ attitudes towards AI implementation. AI's potential to perform human tasks generating both supporting, unsporting and indifference responses affecting the overall implementation.

This study explores the dynamics of network efficiency within business-to-business (B2B) relations in the Swedish recycling industry, by employing the concept of embeddedness and the interaction model. The complex network of connections between businesses play a crucial role in shaping their strategic decisions and sustainability outcomes, which are critical in today’s environmentally-conscious market. The aim of this study is then to investigate strategic decision-making within Sweden’s recycling sector, centering on the effect of network relations on firms’ strategies toward network efficiency. The research delves into the dual perspective of embeddedness - undersocialised and oversocialised views - to analyse how companies manage the equilibrium between economic objectives with the need for cooperative, value-driven interactions. Through conducting a qualitative study, using semi-structured interviews and secondary data, the research explores a case of a Swedish recycling firm with an extensive network. A framework was developed as a result of the findings, connecting the intricacies of embeddedness and interactions within B2B relations, and its impact on network efficiency and strategic decision-making. This study concludes that network efficiency among Swedish recycling firms in B2B relations is heavily influenced by embeddedness in their interactions. Thus, the findings emphasise the need for strategic actions that enhance relationship quality and fostering of mutual benefits. It highlights the importance of transparency, trust, and adaptability, recommending a balanced approach that incorporates both economic objectives and socio-environmental concerns. Firms can use this study’s findings as a guide for building and nurturing strong B2B network relations, and adapt it to their strategic actions regardless of the industry. Lastly, further research is encouraged to be conducted, using these factors, across diverse settings, suggesting their broader applicability beyond the recycling industry.

Yes / Sharing economy is flourishing and increasingly customers are shifting towards “using instead of owning” products and services. The objective of our research is to empirically prove that low organizational trust can trigger strict organizational practices such as ethics training and audits but excessive use of both of these practices can negatively impact the relationship quality in sharing economy. In doing so, it has detrimental effects on co-creation and co-innovation particularly when the goals are related to emotional cognitive, material support and relationship building. This study, therefore, targets to scrutinize the dark side of B2B sharing economy platforms using the ethical theory of organizing. The unique contribution of this study is first, showcasing the relationships between ethical climate, ethical practices and consequences. Second, it highlights that B2B alliances that perceive strictness in ethics audits have a low level of willingness to enhance relationship quality. However, the effect of strictness in ethics training does not lead to the development of a low level of willingness to enhance relationship quality. This is an interesting finding and generates a theoretical debate. The findings of the study will promote the development of an ethical model that addresses the negative aspects of the B2B sharing economy.

資訊服務產業的發展，攸關所有產業的轉型升級，是促進資訊化社會發展與國家競爭力的動能。在資訊技術不斷進步下，物聯網、巨量資料、智慧城市等概念興起，使得資訊產品與服務的需求越來越客製化，從過去的單一產品與服務，逐漸偏向提供整體的解決方案，而在面對交易金額龐大且需求複雜的B2B企業客戶時，就相當仰賴業務人員的知識與能力，透過與顧客溝通的過程，傳遞產品與服務內容的資訊。 本研究透過「策略行銷4C架構」與「銷售管理程序」，針對I資訊服務公司的銷售訪談案例進行分析，探討銷案案例成功的因素、瞭解資訊服務產品在銷售時所蘊含的各項交易成本，以及業務人員在經營新客戶與舊客戶時的異同。 研究結果指出，銷售成功的原因除了必須比客戶更瞭解他們的需求外，也要依照交易時的環境、條件與目標限制進行分析，才能掌握與發揮自身的競爭優勢。而從本研究結果中可發現，資訊服務產品在銷售時，主要應著重降低買方的資訊蒐集與道德危機成本，尤其是在面對新客戶，雙方尚未達到互信基礎下，買方會懷疑賣方是否有履行合約的能力，因此可透過成功案例的分享、合約的保證或是其他可降低道德風險成本的方式，來降低雙方的交易成本﹔而對於已有合作經驗的舊客戶，維持一定的售後服務水準與關係，增加買方的專屬陷入成本，雙方才能有更長期的合作。

採購作業在企業營運過程中扮演著重要的環節，若企業可取得有利原物料成本，將可有效提升企業競爭力。企業為確保採購作業優勢，通常希望找尋更多供應廠商，以期從中取得市場最低價格之原物料。 在1990年代網際網路(Internet)與全球資訊網( World Wide Web)的出現後，買賣雙方的交易行為開始透過電子商務(Electronic Commerce)進行交易，以降低採購作業溝通處理。企業為擴大詢價來源，電子商務更發展為多家買方(採購商)對多家賣方(供應商)的B2B電子交易市集(E-Marketplace)。B2B電子交易市集發展至今，台灣企業使用B2B電子交易市集的情況始終不普及。台灣企業在面對全球市場的競爭，台灣企業是否可更有效的運用B2B電子交易市集來進行採購作業，該如何提升B2B電子交易市集的價值，協助台灣企業營造良善的採購環境及提升競爭力，為本論文的研究動機。 在探討過去研究文獻、訪談電子製造業及醫療產業廠商及針對B2B電子交易市集經營廠商平台進行比較後發現：不論買方(採購商)或賣方(供應商)都認為B2B電子交易市集應提供透明、方便及快速有效的交易環境，系統功能應具電子型錄、詢報價、訂購、帳款及電子發票等功能，會員數愈多愈好並應確保會員資質、提供24小客服服務與顧問諮詢服務、重視交易可信任度、操作介面應具親和性、重視系統穩定性、系統安全性、資料正確性及合理計費標準，以期透過B2B電子交易市集，可降低買賣的交易成本與增加雙方的獲利能力。 為提升買賣方對B2B電子交易市集價值的認同感，建議本論文研究個案F平台可朝透過雲端、開放資料(Open data)、大數據(Big Data)的運用並朝下列幾點發展，以協助企業提升競爭力：(1)營造專業採購交易平台。(2)增加主動交易媒合功能。(3)運用交易數據資料，創造新主動提醒訂購功能、增加會員資質分級管理制度、提供交易指標參考數據等構面發展。 最後，在資訊科技技術不斷的推陳出新，各技術運用也日漸普及。因此，建議未來針對B2B電子交易市集研究方向，可朝如何運用各項資訊科技(如物聯網Internet of things)，整合買賣雙方及往來關係者資源(如政府、銀行、物流業者等資訊)並朝向智慧化發展，以提供買賣雙方更透明、更便利、更快速交易環境。 / Procurement practices play an important part in the process of business operations. If companies can achieve lower material costs, this will effectively enhance their competitiveness. To ensure the advantages of procurement, it is often desirable for companies to find more suppliers in order to obtain the lowest prices from them. In the 1990s with the emergence of Internet and World Wide Web (WWW), transactions between buyers and sellers started trading through electronic commerce to reduce the procurement communication and negotiation process. In order for companies to expand their sources of the market prices, e-commerce has been developed into a B2B E-marketplace with multiple buyers and sellers. In Taiwan companies, the use of the B2B E-marketplace services, as they have been developed so far, is not always popular. Therefore, the motivation for this study is to provide Taiwan companies with a more efficient method to use B2B E-marketplace services when undertaking procurement activities, and enhance the value of the B2B E-marketplace to help Taiwan companies create a better procurement environment and improve competitiveness when they face global competition. After reviewing the previous studies in literature and interviewing the electronic manufacturing industry, the medical industry, and the B2B E-marketplace industry, I find that buyers and sellers think that the B2B E-marketplace should provide a more transparent, more convenient, more efficient, and fast trading environment, have a function with the electronic catalog, quotation and ordering system, accounts and electronic invoices, etc., have a function to attract more members and ensure their records, offer a 24-hour customer and consultant service, create a user-friendly interface, and value the trustworthiness of the transaction, the system stability and security, the data accuracy, and the reasonable fee standard in order to reduce transaction costs and increase profitability for both parties. In order to enhance the value of identity of the buyers and sellers of the B2B E-marketplace, it is recommended that the case F platform of the study be conducted through the use of the cloud, open data, big data, and following the following points to help companies enhance their competitiveness: (1) to create a professional procurement trading platform (2) to increase the active trading and the matchmaking probability (3) to use the transaction data to create a new order function with an active reminding system, increase a management function with a membership grading system, and provide transaction indexes and reference data. Finally, we know that information technologies continue to innovate and the use of any new technologies has also become increasingly popular. Therefore, for the future research in the B2B E-marketplace, it is recommended that we can use various information technologies such as the “Internet of Things”, to reassemble buyers, sellers, and other partners such as government, banking, and logistics industry involved in the transactions, and develop the wisdom to provide buyers and sellers with a more transparent, more convenient, and fast trading environment.