Researcher:
Wuyts, Stefan

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Stefan

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Wuyts

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Wuyts, Stefan

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2011 - 20187

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Researcher Of Publications: search.filters.isAuthorOfPublication.b7e2d18e-b772-410d-a7bf-a433d52ea415

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Now showing 1 - 7 of 7
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    Gaining access to intrafirm knowledge: an internal market perspective on knowledge sharing
    (Taylor & Francis, 2011) Verbeke, Willem; Belschak, Frank D.; Bagozzi, Richard P.; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; Graduate School of Business; N/A
    This study explores how account managers-employees who operate as entrepreneurial customer boundary spanners-obtain intrafirm knowledge (organizational and expertise knowledge) from diverse colleagues so as to develop tailor-made solutions for their customers. Access to intrafirm knowledge is obtained through two independent knowledge-based exchanges within internal knowledge markets: account managers invest in different activities in order to signal communal and deal-maker reputations. In exchange, colleagues share organizational and expertise knowledge that ultimately contribute to account managers' performance. The types of knowledge shared by colleagues depend on the reputations of account managers.
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    Corporate board interlocks and new product introductions
    (American Marketing Association (AMA), 2018) Srinivasan, Raji; Mallapragada, Girish; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; Graduate School of Business; N/A
    Firms' boards of directors affect many strategic outcomes. Yet the impact of boards on new products, a key organizational adaptation mechanism, has been overlooked. Addressing this gap, the authors consider the effect of the firm's board interlock centrality, the extent to which board members are connected to boards of other firms, on its new product introductions. They propose that board interlock centrality provides firms access to market intelligence, creating opportunities to introduce incremental new products. Applying the motivation-opportunity-ability theory, the authors propose that two aspects of board leadership moderate this relationship: internal (vs. external) leadership and marketing leadership. They test the hypotheses using a panel of publicly listed U.S. consumer packaged goods firms, in which most new products are incremental innovations. As hypothesized, board interlock centrality increases new product introductions. This effect is stronger when firms have high internal leadership, internal marketing leadership, and a marketing CEO; it is weaker with high intra-industry external leadership. The findings highlight the unexpected role of board interlocks on innovation outcomes and advance the literature on marketing leadership, board interlocks, and social networks.
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    Benefiting from alliance portfolio diversity: the role of past internal knowledge creation strategy
    (2014) Dutta, Shantanu; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; Graduate School of Business; N/A
    The perspective in alliance research has shifted from the individual dyad to alliance portfolios; a key descriptor of a firm’s alliance portfolio is diversity. Focusing on firms that are confronted with emerging technological fields, the authors examine the consequences of their alliance portfolio’s technological diversity on superior product innovation. The literature has not been conclusive about the consequences of portfolio diversity. The authors examine the nature of the effect of portfolio diversity on superior product innovation and follow up on the call for a contingency perspective—as not all firms benefit equally from portfolio diversity. The contingency perspective is based on the assertion that a firm’s past strategies in internal knowledge creation are a source of experiences that increase the firm’s capability to leverage extramural knowledge. Theoretically, the study thus contributes to the absorptive capacity literature that has recently acknowledged the importance of such higher-order internal capabilities. By identifying concrete dimensions of internal knowledge creation that enable firms to benefit from portfolio diversity, actionable recommendations are derived on how to align internal knowledge creation with external knowledge sourcing. The empirical support in the biopharmaceutical industry corroborates the developed theory and serves as a warning signal for firms that are ill prepared to leverage a diverse alliance portfolio.
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    Outsourcing customer support: the role of provider customer focus
    (Wiley, 2015) Rindfleisch, Aric; Citrin, Alka; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; Graduate School of Business; N/A
    An increasing number of firms are outsourcing customer support to external service providers. This creates a triadic setting in which an outsourcing provider serves end customers on behalf of its clients. While outsourcing presents an opportunity to serve customers, service providers differ in their motivation and ability to fulfill customer needs. Prior research suggests that firms with a strong customer focus have an intrinsic motivation to address customer needs. We suggest that in an outsourcing context, this intrinsic motivation does not suffice. Using a Motivation-Opportunity-Ability framework, we posit that the effect of a provider's customer focus will be moderated by a set of relational, firm, and customer characteristics that affect its ability to serve end customers. We test our conceptualization among 171 outsourcing clients from the Netherlands and then validate these results among 135 Indian outsourcing providers. The findings reveal that customer-focused providers achieve higher levels of customer need fulfillment but this effect is contingent on their ability to serve end customers. In particular, customer-focused providers more effectively fulfill customer needs when clients and providers share close relational ties, when clients also have a high level of customer focus, and when end customer needs exhibit a low degree of turbulence. In addition, we find that, in turbulent markets, equipment-related services offer greater opportunity for effective customer need fulfillment than other outsourced services.
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    The performance implications of outsourcing customer support to service providers in emerging versus established economies
    (Elsevier Science Bv, 2014) Raassens, Neomie; Geyskens, Inge; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; Graduate School of Business; N/A
    Recent discussions in the business press query the contribution of customer-support outsourcing to firm performance. Despite the controversy surrounding its performance implications, customer-support outsourcing is still on the rise, especially to emerging markets. Against this backdrop, we study under which conditions customer-support outsourcing to providers from emerging versus established economies is more versus less successful. Our performance measure is the stock-market reaction around the outsourcing announcement date. While the stock market reacts, on average, more favorably when customer-support is outsourced to providers located in emerging markets as opposed to established economies, approximately 50% of the outsourcing firms in our sample experience negative abnormal returns. We find that the shareholder-value implications of customer-support outsourcing to emerging versus established economies are contingent on the nature of the customer support that is being outsourced and on the nature of the outsourcing firm. Customer-support outsourcing to emerging markets is less beneficial for services that are characterized by personal customer contact and high knowledge embeddedness than for customer-support services that involve impersonal customer contact and are low on knowledge embeddedness. Firms higher in marketing resource intensity and larger firms benefit more from outsourcing customer-support services to emerging markets than firms lower in marketing resource intensity and smaller firms.
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    Network governance
    (Edward Elgar Publishing Ltd, 2012) Van den Bulte, Christophe; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; Graduate School of Business; N/A
    N/A
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    PublicationOpen Access
    United we stand: the impact of buying groups on retailer productivity
    (American Marketing Association (AMA), 2015) Geyskens, Inge; Gielens, Katrijn; Department of Business Administration; Wuyts, Stefan; Faculty Member; Department of Business Administration; College of Administrative Sciences and Economics
    In diverse industries, from grocery retailing to health care, retailers join buying groups to achieve better terms with suppliers. The authors track the buying group membership of Europe's largest grocery retailers over a 15-year period and evaluate why some buying groups are better than others in increasing retailer performance and why different members belonging to the same group do not always benefit equally from their membership. They find that, on average, buying groups indeed generate scale advantages for their members: group scale increases group members' productivity and sales and decreases their cost of goods sold. Still, bigger is not always better. Retailers benefit less from buying group scale when the group is more heterogeneous in terms of member size and when it extends its scope across too many markets. Moreover, the smaller a member is within the group and the more it overlaps with fellow members, the less it benefits.