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Journal articles on the topic 'Business markets'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Bimpikis, Kostas, Wedad J. Elmaghraby, Ken Moon, and Wenchang Zhang. "Managing Market Thickness in Online Business-to-Business Markets." Management Science 66, no. 12 (December 2020): 5783–822. http://dx.doi.org/10.1287/mnsc.2019.3497.

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We explore marketplace design in the context of a business-to-business platform specializing in liquidation auctions. Even when the platform’s aggregate levels of supply and demand remain fixed, we establish that the platform’s ability to use its design levers to manage the availability of supply over time yields significant value. We study two such levers, each using the platform’s availability of supply as a means to incentivize participation from buyers who decide strategically when/how often to participate. First, the platform’s listing policy sets the ending times of incoming auctions (hence, the frequency of market clearing). Exploiting a natural experiment, we illustrate that consolidating auctions’ ending times to certain weekdays increases the platform’s revenues by 7.3% mainly by inducing a higher level of bidder participation. The second lever is a recommendation system that can be used to reveal information about real-time market thickness to potential bidders. The optimization of these levers highlights a novel trade-off. Namely, when the platform consolidates auctions’ ending times, more bidders may participate in the marketplace (demand-side competition); but ultimately auctions for substitutable goods cannibalize one another (supply-side competition). To optimize these design decisions, we estimate a structural model that endogenizes bidders’ dynamic behavior, that is, their decisions on whether/how often to participate in the marketplace and how much to bid. We find that appropriately designing a recommendation system yields an additional revenue increase (on top of the benefits obtained by optimizing the platform’s listing policy) by reducing supply-side cannibalization and altering the composition of participating bidders. This paper was accepted by Vishal Gaur, operations management.

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2

Ozcelik, Yasin, and Zafer D. Ozdemir. "Market Transparency in Business-to-Business e-Commerce." International Journal of E-Business Research 7, no. 4 (October 2011): 62–78. http://dx.doi.org/10.4018/jebr.2011100105.

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Market transparency refers to the level of current trade information revealed to participants by market makers. This paper analyzes the effect of market transparency on the outcomes of posted-offer style Business-to-Business e-commerce markets. First, increasing market transparency improves the price-tracking ability of sellers, and results in higher efficiency. However, revelation of quantity information on transactions is not very crucial as opposed to price information. Second, although sellers extract significantly higher surplus (profit) than buyers can do in a posted-offer market, the difference vanishes with increasing market transparency. Lastly, sellers in posted-offer markets respond poorly to external demand shocks. Interestingly, the poor price-tracking performance of sellers hurts buyers more. In other words, seller profits are much less sensitive to demand shocks as compared to buyer surpluses.

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3

Arai, Koki, and Shuya Hayashi. "Business diversification and multifaceted markets." International Journal of Economic Policy Studies 15, no. 2 (May 11, 2021): 235–55. http://dx.doi.org/10.1007/s42495-021-00058-1.

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AbstractIn this paper, we examine multiple segments, conventionally analyzed from the perspective of business diversification, from multiple perspectives in a multifaceted market. Specifically, based on segmental financial data, we conduct an empirical analysis of whether increased sales in the transportation business increase the profit margin of the real estate business of a railroad company. The results show that there are two types of sidedness among many businesses. The effects of both positive and negative indirect network effects were found to exist. In addition, verification of the difference-in-differences based on the initiation event of the mutual traffic interconnection demonstrates the indirect network effect in the transportation business to a certain extent, and shows that the effect is not uniform in each business, with some businesses showing strong effects and others showing less visible effects.

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4

Shaw, Brian. "Understanding business markets." Technovation 11, no. 8 (December 1991): 500–501. http://dx.doi.org/10.1016/0166-4972(91)90010-2.

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5

Weber, John A., and Utpal Dholakia. "Planning Market Share Growth in Mature Business Markets." Industrial Marketing Management 27, no. 5 (September 1998): 401–28. http://dx.doi.org/10.1016/s0019-8501(97)00094-1.

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6

Szymanski, David M., Sundar G. Bharadwaj, and P. Rajan Varadarajan. "Standardization versus Adaptation of International Marketing Strategy: An Empirical Investigation." Journal of Marketing 57, no. 4 (October 1993): 1–17. http://dx.doi.org/10.1177/002224299305700401.

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An issue debated frequently in the international marketing literature centers on whether a business should pursue a strategy that is standardized across national markets or adapted to individual national markets. Of the two aspects relating to standardization of marketing strategy across national markets—(1) standardization of the pattern of resource allocation across marketing mix variables integral to a business's marketing strategy and (2) standardization of the strategy content with respect to individual marketing mix variables—the latter has been the subject of numerous conceptual articles. However, there is a relative dearth of empirical studies on both issues. To partially fill this void, this study addresses empirically the question of the standardization of the pattern of resource allocation among marketing mix variables across national markets. The question is addressed by examining whether competitive strategy and industry structure variables affect market share and business profits similarly or dissimilarly across Western markets, that is, the U.S., U.K., Canada, and Western Europe. The results reveal that with few exceptions, the effects of competitive strategy and market structure variables generalize across these markets. The study findings provide insights into both the merits of standardizing the strategic resource mix across Western markets and the competitive strategy and market structure variables that are major explanators of business performance across Western markets.

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C. Chambers. "News - Business: Money Markets." Engineering & Technology 10, no. 4 (May 1, 2015): 14. http://dx.doi.org/10.1049/et.2015.0447.

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C. Chambers. "News Business: Money Markets." Engineering & Technology 10, no. 5 (June 1, 2015): 20. http://dx.doi.org/10.1049/et.2015.0523.

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9

Grewal, Rajdeep, and Gary L. Lilien. "Trends in Business Markets." Customer Needs and Solutions 2, no. 3 (June 24, 2015): 191–92. http://dx.doi.org/10.1007/s40547-015-0052-1.

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10

Barclay, Donald W., and Michael J. Ryan. "Microsegmentation in Business Markets:." Journal of Business-to-Business Marketing 3, no. 2 (March 28, 1997): 3–35. http://dx.doi.org/10.1300/j033v03n02_02.

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11

Brennan, Ross, Louise Canning, and Ray McDowell. "Price-setting in business-to-business markets." Marketing Review 7, no. 3 (September 10, 2007): 207–34. http://dx.doi.org/10.1362/146934707x230068.

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12

Mudambi, Susan. "Branding importance in business-to-business markets." Industrial Marketing Management 31, no. 6 (September 2002): 525–33. http://dx.doi.org/10.1016/s0019-8501(02)00184-0.

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13

Erickson, G. Scott, and Helen N. Rothberg. "Intellectual capital in business-to-business markets." Industrial Marketing Management 38, no. 2 (February 2009): 159–65. http://dx.doi.org/10.1016/j.indmarman.2008.12.001.

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14

Ross Brennan, D., Peter W. Turnbull, and David T. Wilson. "Dyadic adaptation in business‐to‐business markets." European Journal of Marketing 37, no. 11/12 (December 2003): 1636–65. http://dx.doi.org/10.1108/03090560310495393.

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15

Kovač, Ivana, Ivan Novak, and Davor Vlajčić. "Interdependence of Managerial Capabilities and Business Internationalization." Journal of Corporate Governance, Insurance, and Risk Management 3, s1 (July 25, 2016): 97–108. http://dx.doi.org/10.56578/jcgirm03s108.

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Internationalization has become an inevitable fact in the business world since the 1970s, when a strong liberalization of the market started to take place and the technology came to a level which enabled companies to expand their businesses outside the boundaries of their countries. Businesses use range of different modalities entering foreign markets but this research is focused on exporting companies as one of the most commonly used strategy in foreign market exploitation. Research conducted on the basis of 113 exporting companies examines the role of managerial capabilities regarding their international performance. Managerial capabilities are associated with key organizational requirements necessary for entering these foreign markets, along with the methodical building of a competitive product portfolio and achieving sustainable competitive advantage. Managerial capabilities are measured by the level of their general education, skills and experience, as well as knowledge about international markets.

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16

Ilyas, Muhammad, Sulaman Hafeez Siddiqui, and Rabia Rasheed. "Towards Sustainable Base of Pyramid Market: Role of ICTs in Shared Innovation." Review of Applied Management and Social Sciences 3, no. 3 (December 31, 2020): 435–43. http://dx.doi.org/10.47067/ramss.v3i3.80.

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The purpose of this paper is to make a systematic review of the literature on role of Information and Communication Technologies (ICT) in sustainability of the Base of the Pyramid (BOP) markets by studying the impact of ICT on innovation development at BOP. BOP markets are those segments of the global markets that have an income of about two to four dollars or less and are untapped fortunes for the business (Prahalad, 2002). BOP is fraught with dearth of infrastructure and resources which makes it hard for business firms to work out viable and sustainable strategies as the separations between the producers and end users are much wider in these markets compared with developed markets. Use of ICT helps reduce these separations by developing shared innovations with the people at BOP. Systematic literature review approach has been adopted to analyze the peer-reviewed journals for the period 2000 to 2019 using Google Scholar and Science Direct. BOP, ICT and Shared Innovations were the key words used in this search. Our findings suggest that ICT has significant role in development of shared innovations at the BOP markets as it bridges the physical market separation with its internet and web-based networks. This research has implications for busines managers, as it will guide them in making viable and sustainable strategies to run their businesses in these huge un-tapped markets.

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17

Foreman, Susan. "Driving Markets and Market Growth." Henley Manager Update 17, no. 1 (September 2005): 13–22. http://dx.doi.org/10.1177/174578660501700102.

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The growth of a business is one of the key priorities of the marketing function. But how can companies coninue to grow through a focus on marketing? And what can managers do to ensure this happens? It is argued here that, in order to grow, companies should move from being market driven to driving markets themselves. In practice, this means a multidisciplinary approach that draws on branding, customer relationships and understanding trends.

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18

Duan, Sophia Xiaoxia, Hepu Deng, and Feng Luo. "An integrated approach for identifying the efficiency-oriented drivers of electronic markets in electronic business." Journal of Enterprise Information Management 32, no. 1 (February 11, 2019): 60–74. http://dx.doi.org/10.1108/jeim-05-2018-0090.

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Purpose Effectively evaluating the efficiency of individual e-markets for better understanding the efficiency-oriented critical drivers for individual e-markets is of great significance to the development of electronic business. The purpose of this paper is to develop an approach through adequately integrating data envelopment analysis (DEA) and bootstrapped Tobit regression analysis for identifying the efficiency-oriented critical drivers on the development of e-market in electronic business. Design/methodology/approach A review of the related literature is conducted for adequately formulating the e-market evaluation problem. DEA is appropriately used for assessing the efficiency of available e-markets, leading to the identification of the efficient e-market. Tobit regression analysis is then employed to examine the outcome of the DEA analysis for identifying the efficiency-oriented critical drivers in the development of e-markets in electronic business. Findings A better understanding of the operations of individual e-markets with respect to their overall efficiency in electronic business can be achieved with the use of the developed approach. Such understanding is built on the identification of the efficiency-oriented critical drivers on the development of e-market in electronic business. Originality/value This paper develops a novel approach for better understanding of the operations of individual e-markets with respect to their overall efficiency in electronic business. The adoption of this approach helps existing e-markets improve their efficiency by focussing on the efficiency-oriented critical drivers and provide new players in e-markets with guidelines for developing their efficient e-markets.

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19

Mittal, Vikas, Carly Frennea, and Robert A. Westbrook. "Managing Customer Value in Business-to-Business Markets." Marketing Review St. Gallen 31, no. 3 (June 2014): 46–54. http://dx.doi.org/10.1365/s11621-014-0362-y.

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20

Austin, Gareth, Carlos Dávila, and Geoffrey Jones. "The Alternative Business History: Business in Emerging Markets." Business History Review 91, no. 3 (2017): 537–69. http://dx.doi.org/10.1017/s0007680517001052.

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This article suggests that the business history of emerging markets should be seen as an alternative business history, rather than merely adding new settings to explore established core debates. The discipline of business history evolved around the corporate strategies and structures of developed economies. The growing literature on the business history of emerging markets addresses contexts that are different from those of developed markets. These regions had long eras of foreign domination, had extensive state intervention, faced institutional inefficiencies, and experienced extended turbulence. This article suggests that this context drove different business responses than are found in the developed world. Entrepreneurs counted more than managerial hierarchies; immigrants and diaspora were critical sources of entrepreneurship; illegal and informal forms of business were common; diversified business groups rather than the M-form became the major form of large-scale business; corporate strategies to deal with turbulence were essential; and radical corporate social-responsibility concepts were pursued by some firms.

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21

Chang, Shu-Hao, Kai-Yu Wang, Wen-Hai Chih, and Wen-Hsin Tsai. "Building customer commitment in business-to-business markets." Industrial Marketing Management 41, no. 6 (August 2012): 940–50. http://dx.doi.org/10.1016/j.indmarman.2011.11.026.

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22

Grewal, Rajdeep, Anindita Chakravarty, and Amit Saini. "Governance Mechanisms in Business-to-Business Electronic Markets." Journal of Marketing 74, no. 4 (July 2010): 45–62. http://dx.doi.org/10.1509/jmkg.74.4.045.

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23

Grewal, Rajdeep, Anindita Chakravarty, and Amit Saini. "Governance Mechanisms in Business-to-Business Electronic Markets." Journal of Marketing 74, no. 4 (July 2010): 45–62. http://dx.doi.org/10.1509/jmkg.74.4.45.

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24

Söderlund, Magnus, Mats Vilgon, and Jonas Gunnarsson. "Predicting purchasing behavior on business‐to‐business markets." European Journal of Marketing 35, no. 1/2 (February 2001): 168–81. http://dx.doi.org/10.1108/03090560110363409.

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25

Chaston, Ian, and Terry Mangles. "Relationship marketing in online business‐to‐business markets." European Journal of Marketing 37, no. 5/6 (June 2003): 753–73. http://dx.doi.org/10.1108/03090560310465134.

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26

Adachi, Takanori, and Mark J. Tremblay. "Business-to-business bargaining in two-sided markets." European Economic Review 130 (November 2020): 103591. http://dx.doi.org/10.1016/j.euroecorev.2020.103591.

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27

Ghaffari Fard, Rozita, Vijayta Fulzele, and Jitender Kumar. "NIVA: business expansion dilemma." Emerald Emerging Markets Case Studies 12, no. 4 (November 15, 2022): 1–31. http://dx.doi.org/10.1108/eemcs-12-2021-0404.

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Learning outcomes The purpose of this case is to expose readers to the dilemma of expanding domestically or internationally and simultaneously taking key decisions while expanding the business to the international markets. It could be a foundational case for understanding international expansion and growth strategies. After the case analysis, students would be able to: • understand the potential of the domestic market and the factors affecting the international expansion; • evaluate the various methods to enter an international market; • identify the challenges of expanding a business into emerging markets such as India; • analyze the various growth and expansion strategies in an emerging market such as India; and • assess the online promotion strategies in an emerging market. Case overview/synopsis NIVA, The Satin Collection, is a manufacturer and distributor of a luxury collection of silk and satin products. Founded in 2020, NIVA is based in Dubai with more than 1,000 customers. The products include silk bedding, silk sleepwear, fashion accessories and reusable satin masks, and they are made-to-order, custom-made and tailored locally in Dubai. Currently, all the operations are run and managed by the company’s founder, Purva. The only operation which is outsourced is the stitching process. The company is completely operating online and is currently promoting products only through social media platforms such as Instagram and Facebook. Purva is planning to expand her business. The two options are extending her existing operations in the UAE and expanding to other emerging markets, starting with India. Purva needs to decide on a suitable internationalization strategy to decide whether it is the right decision to enter the Indian market, including an entry and promotion strategy in her target market. In addition, she needs to decide whether to continue with NIVA’s current business model in India. There might also be additional possible challenges for NIVA in entering the Indian market. Complexity academic level Postgraduate MBA students, other graduate-level management programs and undergraduate-level students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 5: International Business.

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28

Sumampouw, Olviane Olke, and Priska Mawuntu. "Traditional Business Opportunities Of Selling Cakes With Small Capital In Remboken Traditional Markets." Jurnal Manajemen Bisnis dan Kewirausahaan 4, no. 5 (September 15, 2020): 259. http://dx.doi.org/10.24912/jmbk.v4i5.8840.

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Traditional markets are the center of attention of many consumers when searching for products they need. The market is also a favorite place for many people to look for goods and food at cheap prices, Because in traditional markets there are lots of traders. Traditional markets are never empty of consumers. So the traditional market is a very strategic location to start a business. Selling wet and dry cakes is one of the businesses that will be appointed because after the writer saw that in the traditional market of Remboken there were those who sold wet and dry cakes but were not serious because sometimes it's available but sometimes it's also not there so many buyers are sometimes disappointed because they always fail to get these sales. This research is limited to Traditional Markets in the village of Talikuran, Remboken District. By considering the research objectives that have been set, then this research tends to use the "the out-side in" or "opportunity recognition" approach, which is an approach that emphasizes the idea of responding to market needs as the key to success. Based on the "in-side out" approach, a prospective entrepreneur must have business competence.

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29

Casson, Mark, and John S. Lee. "The Origin and Development of Markets: A Business History Perspective." Business History Review 85, no. 1 (2011): 9–37. http://dx.doi.org/10.1017/s0007680511000018.

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The origins of the market are obscure, but substantial documentary evidence survives from the eleventh century onward, when chartered markets and new towns were established across Western Europe. The expansion of the market system is important for business history because it created new opportunities for business growth. There has been no systematic literature review on market evolution since Henri Pirenne and Raymond de Roover, and this article attempts to fill the gap. It shows that successful markets were regulated–often by civic authorities–to maintain a reputation for reasonable prices and quality control. Markets were located at both transport hubs and centers of consumption, even when the latter were quite remote. However, as transport and communication costs declined, shakeouts occurred and only the larger markets survived.

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30

Gulati, Bharman, and Stephan Weiler. "Risk, Recessions, and Resilience: Towards Sustainable Local Labor Markets through Employment Portfolio Analysis." Sustainability 13, no. 14 (July 15, 2021): 7926. http://dx.doi.org/10.3390/su13147926.

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This paper explores the role of local labor market dynamics on the survival of new businesses. The characteristics of the local labor market are likely to influence the survival of new businesses, the level of entrepreneurship, and the resilience of the regional economy. We apply portfolio theory to evaluate employment-based and income-based measures of risk-and-return trade-offs in local labor markets on new business survival in the United States. Our results show that volatility in local labor markets has a positive impact on new business survival, especially in Metropolitan Statistical Areas. The results are robust across different timeframes, including during economic downturns, thus highlighting the contribution of new businesses in developing the resilience of the local economy, and further promoting sustainable regional economic development.

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31

Elgeti, Laura, and Michael Kleinaltenkamp. "Unrealized solutions in business markets." Industrial Marketing Management 106 (October 2022): 31–46. http://dx.doi.org/10.1016/j.indmarman.2022.07.007.

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Preti, Alan A. "Markets, Ethics, and Business Ethics." Teaching Ethics 20, no. 1 (2020): 169–71. http://dx.doi.org/10.5840/tej20202011.

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33

Kalafatis, Stavros P., Markos H. Tsogas, and Charles Blankson. "Positioning strategies in business markets." Journal of Business & Industrial Marketing 15, no. 6 (November 2000): 416–37. http://dx.doi.org/10.1108/08858620010349501.

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34

Lichtenthal, J. David. "Internet Integration in Business Markets." Journal of Business-to-Business Marketing 11, no. 1-2 (March 2004): 3–8. http://dx.doi.org/10.1300/j033v11n01_02.

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Murphy, Paul R., James M. Daley, and Douglas R. Dalenberg. "Doing Business in Global Markets:." Journal of Global Marketing 6, no. 4 (August 12, 1993): 53–68. http://dx.doi.org/10.1300/j042v06n04_04.

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Ulaga, Wolfgang. "Customer Value in Business Markets." Industrial Marketing Management 30, no. 4 (May 2001): 315–19. http://dx.doi.org/10.1016/s0019-8501(01)00151-1.

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Lichtenthal, J. David, Vivek Yadav, and Naveen Donthu. "Outdoor advertising for business markets." Industrial Marketing Management 35, no. 2 (February 2006): 236–47. http://dx.doi.org/10.1016/j.indmarman.2005.02.006.

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Belyaev, Lev. "Electricity markets [The Business Scene]." IEEE Power and Energy Magazine 5, no. 3 (May 2007): 16–26. http://dx.doi.org/10.1109/mpae.2007.365809.

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39

Timmers, Paul. "Business Models for Electronic Markets." Electronic Markets 8, no. 2 (1998): 3–8. http://dx.doi.org/10.1080/10196789800000016.

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40

Lichtenthal, J. David. "Channel Power in Business Markets:." Journal of Marketing Channels 1, no. 1 (September 1991): 39–58. http://dx.doi.org/10.1300/j049v01n01_04.

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41

Teagarden, Mary B. "Risky Business in Emerging Markets." Thunderbird International Business Review 57, no. 3 (April 15, 2015): 183–84. http://dx.doi.org/10.1002/tie.21716.

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Teagarden, Mary B. "Business Growth in Emerging Markets." Thunderbird International Business Review 58, no. 2 (February 18, 2016): 101–2. http://dx.doi.org/10.1002/tie.21786.

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43

De Bandt, Jacques. "Business services: Markets and transactions." Review of Industrial Organization 11, no. 1 (February 1996): 19–33. http://dx.doi.org/10.1007/bf00163595.

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44

Leuthesser, Lance, and Ajay K. Kohli. "Relational behavior in business markets." Journal of Business Research 34, no. 3 (November 1995): 221–33. http://dx.doi.org/10.1016/0148-2963(95)00006-e.

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45

Zemlyanskiy, O. A. "The sequence and directions of doing business in the market." Vestnik Universiteta, no. 3 (May 2, 2022): 108–15. http://dx.doi.org/10.26425/1816-4277-2022-3-108-115.

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Entrepreneurial activity, its types and methods of action in the markets are very diverse. Markets also have great differences, features or specifics, therefore, a comparative analysis of the feasibility of entering or presence in them requires not only the calculation of economic indicators, but also the development of a single sequence and lines of business for any market, type and scale of business, allowing an analysis of the possibility of effective conducting different types of business, occupying desired positions in the market, compare these business opportunities in different markets. A sequence of interrelated actions and directions of entrepreneurial activity in the market, their structure and description, which are common for any type of business, are proposed, which allow analyzing the state, functioning and possibility of developing any type of business in any market, determining the feasibility of entering the market or being present on it.

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Okioga, Charles Kombo. "The Capital Market Authority Effectiveness in the Regulation of Financial Markets perspectives from the financial sector actors." Australian Journal of Business and Management Research 02, no. 11 (November 29, 2012): 15–24. http://dx.doi.org/10.52283/nswrca.ajbmr.20120211a02.

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Capital Market Authority in Kenya is in a development phase in order to be effective in the regulation of the financial markets. The market participants and the regulators are increasingly adopting international standards in order to make the capital markets in sync with those of developed markets. New products are being introduced and new business lines are being established. The Capital Markets Authority (Regulator) is constantly reviewing existing regulations and recommending changes to regulate the market properly. Business lines and activities are being harmonized by market participants to provide a one stop solution in order to meet the financial and securities services needs of the investors. The convergence of business lines and activities of market intermediaries gives rise to the diversity of a firm’s business operations to meet multiplicity of regulations that its activities are subject to. The methodology used in this study was designed to examine the relationship between capital markets Authority effective regulation and the performance of the financial markets. The study used correlation design, the study population consisted of 30 employees in financial institutions regulated by Capital Markets Authority and 80 investors. The study found out that effective financial market regulation has a significant relationship with the financial market performance indicated by (r=0.571, p<0.01) and (r=0.716, p≤0.01, the study recommended a further research on the factors that hinder effective financial regulation by the Capital Markets Authority.

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Mayer, Michael, Julia Hautz, Christian Stadler, and Richard Whittington. "Diversification and Internationalization in the European Single Market: The British Exception." Business History Review 91, no. 2 (2017): 279–99. http://dx.doi.org/10.1017/s000768051700071x.

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This article examines the long-run impact of the 1992 completion of the European Single Market on the diversification and internationalization of European business. It does so at a particular moment of crisis: the exit of the United Kingdom from the European Union (“Brexit”). The article finds that completion of the European Single Market is indeed associated with significant and widespread changes in the strategies of European businesses between 1993 and 2010. European business has converged on more focused diversification strategies and followed similar patterns of internationalization. The most significant exception is the consistently low level of British business's commitment to European markets. The distinctiveness of British internationalization is, in a sense, Brexit foretold.

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McKenzie, David, and Susana Puerto. "Growing Markets through Business Training for Female Entrepreneurs: A Market-Level Randomized Experiment in Kenya." American Economic Journal: Applied Economics 13, no. 2 (April 1, 2021): 297–332. http://dx.doi.org/10.1257/app.20180340.

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A common concern with efforts to directly help some small businesses to grow is that their growth comes at the expense of their unassisted competitors. We test this possibility using a two-stage randomized experiment in Kenya that randomizes business training at the market level and then within markets to selected businesses. Three years after training, the treated businesses are selling more, earn higher profits, and their owners have higher well-being. Point estimates of the spillovers on the competing businesses are small and not statistically significant, and the markets as a whole have grown in terms of sales volume. (JEL J16, L25, L26, L53, O14)

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Mishra, Anurag, and M. Akbar. "Parenting Advantage in Business Groups of Emerging Markets." Vision: The Journal of Business Perspective 11, no. 3 (July 2007): 1–10. http://dx.doi.org/10.1177/097226290701100302.

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The concept of parenting was originally proposed by Campbell et al (1995) in the context of conglomerates in developed economies. In contrast to the divisional structure of conglomerates in developed countries, business groups as found in most emerging consist of a network of affiliated yet independent firms. This difference in the structure of multi-business firms in developed and emerging markets solicits a revisiting the concept of parenting as originally proposed by Campbell et al. (1995). Does ‘parenting advantage’ exist in emerging markets? If so, what are the sources of ‘parenting advantage’? Given the multi-firm, multi-business group affiliated setup how does ‘parenting’ differ in emerging markets when compared to conglomerates of developed economies? How does the business group structure and associated managerial practices impact ‘parenting advantage’ of firms affiliated to a business group in emerging market? This paper examines some of these critical yet unanswered questions. The contribution made in this work is threefold… One, we redefine the concept of ‘parenting’ as relevant to business group structure found in emerging markets like India. Two, we articulate the drivers of parenting value for affiliate firms bound in a business group structure. Three, the paper discusses the nuances of parenting and its advantages in an emerging market, in contrast to its conceptualization in developed economies. Finally, extending the parenting literature to a wider context of an emerging market is an important outcome of this work.

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Lay, Gunter, Marcus Schroeter, and Sabine Biege. "Service-based business concepts: A typology for business-to-business markets." European Management Journal 27, no. 6 (December 2009): 442–55. http://dx.doi.org/10.1016/j.emj.2009.04.002.

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