The conditions in the international business market changed rapidly andunexpectedly when Covid-19 evolved into a pandemic in March of 2020. As a result of this, businesses had to adapt their operations to the new circumstances. The new circumstances implied, among other things, not being able to meet B2B customers in person. Before the pandemic, meeting customers in person was the usual way of building trust in business relationships. This is especially true for companies in the high-end segment as their customers value trust in their suppliers in their purchasing decisions. Therefore, this thesis investigates how high-end companies' trust and relationships have been affected by the pandemic. It also examined which factors have been crucial for high-end businesses when managing relationships and trust. A qualitative method has been utilized as a foundation for this thesis. Theoretical data were collected by reviewing several studies related to the topic. Empirical data was gathered through semi-structured interviews with seven case companies. With the gathered data as a foundation, three themes were formed: B2B relationships, trust, and crisis. The themes are reoccurring throughout the thesis to provide the reader with a red thread. The themes are continuously related to high-end sales. The data has been analyzed to investigate the relationships between the themes. This thesis concludes that Covid-19 positively has impacted high-end companies' trust and relationships. Crucial factors for managing trust and relationships during Covid-19 have proven to be mutual understanding, local presence on the international market, transparency, and flexibility.

[pt] Apesar da difusão das pesquisas sobre storytelling e narratividade na literatura contemporânea de Administração, principalmente na área de marketing e estudos organizacionais, o uso das narrativas nos relacionamentos de negócios e vendas corporativas é um tema ainda relativamente pouco explorado. Nesse contexto, o objetivo da presente investigação de caráter exploratório é identificar e analisar em que medida os executivos e profissionais de vendas fazem uso de narrativas e histórias (storytelling) nos seus relacionamentos de negócios e vendas corporativas. Para isso, foram entrevistados 21 executivos e profissionais de vendas experientes, com reconhecido histórico de bom desempenho em suas organizações. Os dados resultantes das entrevistas foram tratados por meio de análise do conteúdo. Os resultados da pesquisa indicam que o uso das narrativas é recorrente para se alcançarem diversos objetivos, como compartilhar informações, estabelecer empatia com os clientes e conquistar a confiança destes. Também fornecem indícios de que a prática do storytelling influencia na qualidade da interação entre os sujeitos envolvidos no processo de venda e no potencial de realização de negócios. Além disso, os executivos que têm relacionamentos de negócios podem se beneficiar ao se expressarem por meio de histórias. / [en] Despite the dissemination of studies on storytelling and narrative in contemporary literature of Administration, specifically in marketing fields and organizational studies, the use of narratives in business relationships and corporate sales is a topic still relatively unexplored. In this context, the objective of this exploratory study is to identify and analyze the extent to which executives and sales professionals make use of narratives and stories (storytelling) in their business relationships and corporate sales. For this purpose, 21 seniors executives and sales professionals, with good performance history recognized in their organizations, were interviewed. Data from the interviews were treated by analysis of the content. The survey results indicate that the use of narratives is recurrent and are used to achieve various goals, such as to share information and establish empathy and trust with customers, among others. The results provide indications that the practice of storytelling influences the quality of interaction between the individuals involved in the sale process and the potential of doing business; and that executives who have business relationships can benefit from the practice of expressing through stories.

La pratica dei network contracts ha ricevuto una notevole attenzione da parte degli studiosi. In questa tesi viene presa in considerazione una forma caratteristica di network contract, nota come “contratto di rete”, che è stato recentemente introdotto nell’ordinamento italiano. Dopo aver fornito una rassegna dei principali contributi della letteratura IMP con riferimento alle relazioni reticolari in contesti business-to-business, vengono discusse le implicazioni teoriche di differenti strutture della rete sulle perfomance della rete stessa. Viene inoltre sviluppata un’analisi empirica basata su diversi “contratti di rete”. Mostriamo che le reti in cui le imprese producono prodotti differenziati, in cui le imprese sono collocate ad una certa distanza geografica, dove ogni impresa percepisce se stessa come cruciale per la rete stessa, e dove il numero delle imprese è sufficientemente basso, ottengono un risultato mediamente superiore rispetto alle reti aventi caratteristiche opposte. Inoltre mostriamo come le reti in cui il potere è suddiviso in modo equo tra le imprese partecipanti (reti simmetriche) ottengono una performance migliore rispetto alle reti in cui alcune imprese hanno un ruolo dominante (reti asimmetriche). / Network contract is a business practice which has received a lot of attention by scholars. In this thesis we consider a peculiar form of network contract named “contratto di rete”, which has been recently introduced by the Italian legislator. After providing a selective survey of the main contributions from the IMP tradition regarding network relationships in business-to-business contexts, we discuss the theoretical implications of different network structures on the performance of the networks. We also develop an empirical analysis based on several “contratti di rete”. We show that the networks where the firms produce different goods, where the firms are not located close to each other, where each firm perceives itself as crucial for the network, and where the number of firms is low enough, get a better outcome than the networks showing the opposite characteristics. Furthermore, we show that the networks where the power is shared equally among the firms (symmetric networks) perform better than the networks where some firms play a dominant role (asymmetric networks).

Thesis (PhD)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Business-to-business services relating to physical asset management are playing an increasingly important role in industry. This is in the midst of the current pressures which asset owning organisations are experiencing in realising optimal value from their assets. The pursuit of understanding and complying with asset management standards such as ISO 55000 as well as the potential value to be gained from successful and sustainable business relationships contributes towards the importance of these services. The problem is that there is little or no evidence regarding the critical success factors for collaborating successfully in asset management services. The study identi es these critical success factors and demonstrates how the factors can di er between role players, industries, global regions and service types. A decision support model is developed providing the asset management community with access to the critical success factors for decision-making purposes. Based on the synthesis from internationally conducted Delphi- and survey studies it is found that the continued and sustained commitment from the asset owning organisation's senior management in support of the asset management service is the most critical factor for a successful asset management service partnership. Open and e ective communication is also highlighted as being critical, while it is important to have a process in place to improve the service continuously. Laboratory and eld testing con rm the validity of the decision support model for facilitating the decision-making process to improve asset management services, and in addition it also formalises the commercial and contracting processes relating to these services. / AFRIKAANSE OPSOMMING: Besigheid-tot-besigheidsdienste met betrekking tot siese batebestuur speel 'n toenemende belangrike rol in die industrie. Dit is te midde van die druk wat batebesittende organisasies tans ondervind om optimale waarde uit hul siese bates te verkry. Die strewe na beter begrip en om te voldoen aan batebestuurstandaarde soos ISO 55000, asook die potensiële waarde wat verkry kan word uit suksesvolle en volhoubare besigheidheidsvennootskappe, dra by tot die belangrikheid van hierdie dienste. Die probleem is daar bestaan min of geen bewyse rakende die kritiese suksesfaktore vir suksesvolle samewerking in batebestuurdienste. Die studie identi seer die kritiese suksesfaktore en toon aan hoe hierdie faktore kan verskil tussen rolspelers, industrieë, wêreldstreke en dienstipes. 'n Besluitnemingsmodel is ontwikkel wat die batebestuurgemeenskap toegang gee tot die kritiese suksesfaktore vir besluitnemingsdoeleindes. Gebaseeer op die sintese van internasionale Delphi- en opnamestudies is daar bevind dat die mees kritieke faktor vir 'n suksesvolle vennootskap in batebestuurdienste die voortgesette en volgehoue toewyding deur die bate-besittende organisasie se senior bestuur, ter ondersteuning van die batebestuurdiens, is. Doeltre ende en openhartige kommunikasie is ook uitgewys as krities, terwyl dit belangrik is om 'n proses te volg om die diens voortdurend te verbeter. Laboratorium- en praktyk toetsing het bevestig dat die besluitnemingsmodel geldig is vir die fasilitering van die besluitnemingsproses om batebestuursdienste te verbeter asook vir die formalisering van die kommersiële en kontraktuele prosesse wat verband hou met hierdie dienste.

傳統尋租理論認為當政府有職權得以創造超額利潤、且企業為複數時，企業除投入成本進行尋租外，會產生重複投入成本競租的後果，直到超額租金耗盡為止。但無法解釋，何以在中國政府干預市場嚴重的情形下，為何總體經濟與企業投資、獲利均保持高度成長？經由筆者實際走訪昆山進行調查後認為，尋租相關的賄賂及交際行為在具政治風險的情況下確有削減。但相關支出及支付對象乃以合法的方式固定下來，並非消失。本文認為此政企利益分配制度包含以下：土地增值的獲利及租金、企業委託報關行的外包支出、土地仲介佣金、招商業績獎金、鎮級地方政府稅收、以及各種明文規定的規費。此種相關支出的固定與合法化，筆者認為此制度有助於企業的成本評估及經營。 關鍵字：尋租、政企關係、規費、利益分配、地方政府

Ciências Empresariais / Os teoristas de redes industriais argumentam, explicita ou implicitamente, a significância das relações de negócio para a empresa focal isto é, as relações de negócio contribuem em alguma medida para a sobrevivência e crescimento da empresa focal. Eu não nego a possível existência de relações de negócio significantes mas sustento, em contraste com o consenso dentro da Teoria de Mercados-como-Redes, que a significância das relações não deve ser um axioma. A significância não pode ser uma propriedade assumida a priori para cada uma das relações de negócio da empresa focal. Ao invés, a noção de significância das relações tem de ser discutida e as suas causas totalmente explicadas. Adoptando uma posição de Realismo Crítico, defendo que a significância das relações é um evento do mundo empresarial que merece uma explicação causal robusta. A minha principal questão de investigação é a seguinte: Como é produzida a significância das relações de negócio? Todas as relações de negócio que a empresa focal estabelece, desenvolve, sustenta, e termina com contrapartes (tipicamente seus fornecedores e clientes) podem ser consideradas entidades que exibem características estruturais tais como continuidade, complexidade, informalidade, e simetria. Em virtude dessa estrutura peculiar, as relações de negócio ficam na posse de certos poderes e susceptibilidades (e.g., permitem o acesso e exploração de recursos e competências externos e complementares). Quando esses poderes e susceptibilidades (i.e., funções e disfunções) são postos em prática, inevitavelmente sob certas contingências (em particular os mercados e redes que rodeiam a empresa focal), efeitos (i.e., benefícios e sacrifícios) resultam para a empresa focal e a significância das relações de negócio é potencialmente gerada. Dois dos poderes das relações os de `acesso e `inovação são especialmente consequenciais, dado que a sua activação afecta provavelmente a delimitação das fronteiras verticais da empresa focal. A significância das relações pode ser gerada por causa dos benefícios em excesso de sacrifícios (i.e., valor de relação) que são apropriados pela empresa focal assim como pela influência dual que as relações de negócio exercem sobre o que a empresa focal faz e obtém feito por outros. As relações de negócio contribuem respectivamente para (i) o acesso a e exploração de (e ocasionalmente o desenvolvimento de) recursos e competências externos, tipicamente complementares e desejados pela empresa focal e (ii) a criação de novos e a modificação e melhoria (ou não) dos recursos e competências internos, existentes na empresa focal. Aquilo que a empresa focal inclui dentro das suas fronteiras verticais (primariamente recursos e competências) e aquilo que faz e obtêm feito (actividades), são ambos fortemente moldados pelas relações de negócio nas quais está largamente embebida. A significância das relações de negócio pode resultar da influência que as relações de negócio exercem sobre a natureza e o âmbito da empresa focal. / The markets-as-networks theorists contend, either explicitly or tacitly, the significance of business relationships for the focal firm that is, business relationships contribute somewhat to the focal firm s survival and growth. I do not deny the possible existence of significant business relationships but sustain, in contrast to the consensus within the Markets-as-Networks Theory, that relationship significance should not be a self-evident assumption. Significance cannot be a taken-for-granted property of each and every one of the focal firm s business relationships. Instead, the notion of relationship significance needs to be discussed and its causes thoroughly explained. Adopting a critical realist position, the relationship significance is claimed to be an event of the business world, rightly deserving a robust causal explanation. My main research question is thus the following: How is the relationship significance brought about? All the business relationships that the focal firm establishes, develops, maintains, and terminates with counterparts (most typically its suppliers and customers) can be adequately considered as entities which exhibit structural features namely continuity, complexity, informality, and symmetry. Owing to that peculiar structure, business relationships are endowed with certain causal powers and liabilities (e.g., allow the access to and exploitation of external and complementary resources and competences). Where those powers and liabilities (i.e., functions and dysfunctions) are put to work, inevitably under certain contingencies (namely the markets and networks surrounding the focal firm), effects (i.e., benefits and sacrifices) result for the focal firm and the relationship significance is likely to be brought about. Two of those relationship powers the `access and `innovation ones are especially consequential, for their activation is likely to affect the delimitation of the focal firm s vertical boundaries. The relationship significance can be brought about owing to the overall benefits in excess of sacrifices (i.e., relationship value) accruing to the focal firm as well as the dual influence that business relationships have on what the focal firm does and gets done by others. For the business relationships contribute respectively both (i) to the access to and exploitation (and on occasion the development) of the external, typically complementary competences and resources needed by the focal firm and (ii) to the creation of new, and the modification and enhancement (or impairment) of the extant, internal resources and competences of the focal firm. What the focal firm comprises within its vertical boundaries (chiefly resources and competences) and what it does and gets done (activities) are both strongly shaped by the business relationships in which it is deeply embedded. The relationship significance can result from the influence of business relationships on the nature and scope of the focal firm.

<p>Industrial systems resist change, more often, because heavy production facilities and industrial constructions are expensive and have long economic lives, but also because people tend to defend ingrained conceptions of how things are and how activities ought to be performed. Starting out from the question: “How does technological change come about in an international, industrial system?” the thesis investigates the interplay between technological, social, and economic factors. Empirically the work is located to the steel and metals industries and covers business exchange within and between several economic entities performing international business operations.</p><p>It is shown that technological change is driven by strategic intention, but that it also occurs as a result of chance or “necessity”, or follows on everyday enterprise operations. In an attempt to realize strategic intentions actors involve in games of negotiation while referring to different power bases. Backed by organizational role (hierarchic level/managerial position), personal “luminosity” (charisma/leadership), or control over critical resources (that other actors are interested in) various arguments are put to the test on “the arena for negotiations and change”. While involving in negotiations actors may relate to existing business and/or social relations for support or they may take advantage of full-blown coalitions.</p><p>Constrained by the games of negotiation, which unfold in an institutional environment, the process of technological change adopts evidently evolutionary characteristics, and it follows implicitly that the single actor has at its disposal only limited possibilities to determine the process outcome. Technological change as an evolutionary process consists of three underlying sub-processes, viz. innovation, interaction, and institutionalization, it is argued.</p>

<p>Networking is commonly used in many business clusters such as in San Diego, California. The strongcollaborative and networking culture spurs entrepreneurial activities and is crucial forentrepreneurial success in the region. Networking is a fascinating phenomenon much discussed inliterature. Sociologists have tried to map the patterns of networks and describe its existence andfunction in society. Relationship marketing theorists have taken to the discussion from a businessperspective and explained the relationships between the individuals in the business network. Thepurpose of this research is to analyze social networking and network organizations in San Diego inorder to investigate what entrepreneurs can gain from networking which can accelerate growth insmall businesses.</p><p>The empirical study consists of a qualitative case study in San Diego. Data has been collected throughsemi-structured interviews with entrepreneurs, business service providers, investor, networkorganizations representatives, consultants and well-experienced professionals with knowledge froma variety of organizations in different industries.</p><p>The theoretical study on networks, business networking, relationship marketing andentrepreneurship has led to the construction of the Entrepreneurial Relational Capital Model. Themodel is constructed on theories embraced in the thesis and is meant to work as a tool to evaluateentrepreneurs’ relational capital; or the entrepreneurs’ network of relationships and theirconstruction. The model has been used to analyze empirical data and the results show theimportance of evaluating business relationships for the entrepreneur to become more time efficientin networking, and to find the individual with the desired expertise. The research has shown thatentrepreneurs need to establish strong relationships to key individuals in the industry of their focus.The entrepreneurs’ social networking with key individuals accelerate the start-up process becausethe high level of trust in the relationship results in valuable referrals.</p>

Background: The starting point of the thesis is the growing importance of negotiations that serve to establish a relationship between the parties involved as companies’ business activities are getting more complex. Purpose: The purpose of the thesis is to find and to analyze which elements are of importance for parties, when creating a successful negotiation with regard to building long-term relationships, and if those elements differ for sales and procurement negotiations in companies with business activities of various kinds. Research method: The study was realized with the help of twelve qualitative interviews. Result: The elements of importance when creating a successful negotiation with regard to building long-term relationships were mainly elements of co-operation and to some extent elements of competition. Complex and public companies did also exhibit particular elements that were of importance for these categories. The elements did not part considerably regarding purchasers, sales representatives or companies with business activities of various kinds. The elements of importance when building long-term relationships were to a great extent dependent on human elements.

Industrial systems resist change, more often, because heavy production facilities and industrial constructions are expensive and have long economic lives, but also because people tend to defend ingrained conceptions of how things are and how activities ought to be performed. Starting out from the question: “How does technological change come about in an international, industrial system?” the thesis investigates the interplay between technological, social, and economic factors. Empirically the work is located to the steel and metals industries and covers business exchange within and between several economic entities performing international business operations. It is shown that technological change is driven by strategic intention, but that it also occurs as a result of chance or “necessity”, or follows on everyday enterprise operations. In an attempt to realize strategic intentions actors involve in games of negotiation while referring to different power bases. Backed by organizational role (hierarchic level/managerial position), personal “luminosity” (charisma/leadership), or control over critical resources (that other actors are interested in) various arguments are put to the test on “the arena for negotiations and change”. While involving in negotiations actors may relate to existing business and/or social relations for support or they may take advantage of full-blown coalitions. Constrained by the games of negotiation, which unfold in an institutional environment, the process of technological change adopts evidently evolutionary characteristics, and it follows implicitly that the single actor has at its disposal only limited possibilities to determine the process outcome. Technological change as an evolutionary process consists of three underlying sub-processes, viz. innovation, interaction, and institutionalization, it is argued.