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  • IMM THE MEDIATING ROLE OF CONSENT (Accepted Manuscript)

    Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 74, 2018 DOI: 10.1016/j.indmarman.2018.03.011

    Accepted author manuscript, 696 KB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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The Mediating Role of Consent in Business Marketing

Research output: Contribution to journalJournal articlepeer-review

Published
<mark>Journal publication date</mark>10/2018
<mark>Journal</mark>Industrial Marketing Management
Volume74
Number of pages10
Pages (from-to)195-204
Publication StatusPublished
Early online date17/04/18
<mark>Original language</mark>English

Abstract

The study deepens our understanding of business marketing by looking beyond the individual choices of business actors to the role of consent between interacting actors. Based on an empirical investigation of manufacturers and retailers in Germany and drawing from previous research on business relationships, the paper develops a theoretical structure for the analysis of consent in business marketing. The paper argues for a shift from a view of individual choice as the basis of business marketing towards the idea of choice being part of an evolutionary discursive practice of consent. The study detects the mediating role of consent at four levels: 1) as a stratifying process, 2) as recursive practice, 3) as energizing interaction, and 4) as economizing activities, resources and actors; it elaborates significant theoretical implications and highlights managerial lessons.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 74, 2018 DOI: 10.1016/j.indmarman.2018.03.011