How and why managers use conceptual devices in business-to-business research

Abstract

Purpose – This study aims to analyze how and why managers adopt and use business-to-business (B2B) research. Design/methodology/approach – Data were collected through participant observations, focus groups and interviews in three organizations that had used a certain conceptual model from B2B research. Findings – The study suggests that managers use B2B research in an action-oriented, flexible and dynamic manner. Such conceptual or translational use is characterized by managers’ creative translation of the research to match the problems they are facing at that particular time. Research limitations/implications – This study suggests that researchers and managers are on equal footing, and can contribute to one another in an active and creative way. Practical implications – Through translating research into their specific context, managers can find a new spectrum of research usage in their organization, but can also contribute to research in an interactive and creative way. Originality/value – This study gives empirical examples for how and why a certain piece of B2B research has been used by managers in three organizations. Moreover, this study contributes to existing models relating to marketing use by giving examples of the active translation process in which managers adopt the research to their specific challenges.