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Project marketing and the management of discontinuity

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  • Hadjikhani, Amjad

Abstract

There is too little knowledge about project marketing and discontinuity in the relationship between international project buyers and sellers. Discontinuity in the selling of projects to the same buyer is a strategical problem because of the increased mobility of the buyer (Cova and Salle, 1992). The prevailing concepts in project marketing mainly concern the field of negotiation which is seen as temporary (e.g. Salacuse and Rubin, 1990), or deal with the presumption of continuity in the relationship between project buyer and seller (Håkansson, 1982). This paper aims to study project marketing from a different angle. It focuses on the period after project completion in which project buyer and seller are not concerned with resource exchange or negotiation and the buyer's mobility is high. The question is how to manage the relationship left after a project's completion. The management of this relationship is shown to be interwoven with project marketing. The study presents sleeping relationship which interrelates project buyer and sellers in the period of discontinuity. Furthermore, the function of a sleeping relationship and marketing action are discussed to understand the development of a sleeping relationship. The result is aimed to extend our understanding about project marketing.

Suggested Citation

  • Hadjikhani, Amjad, 1996. "Project marketing and the management of discontinuity," International Business Review, Elsevier, vol. 5(3), pages 319-336, June.
    • Handle: RePEc:eee:iburev:v:5:y:1996:i:3:p:319-336
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    References listed on IDEAS

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    1. Hadjikhani, Amjad, 1992. "Resource mobilization in package deal projects," Working Papers 1992:7, Uppsala University, Department of Business Studies.
    2. Hadjikhani, Amjad, 1993. "Project marketing and changing relationship," Working Papers 1993:10, Uppsala University, Department of Business Studies.
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    Cited by:

    1. Manning, Stephan, 2017. "The rise of project network organizations: Building core teams and flexible partner pools for interorganizational projects," Research Policy, Elsevier, vol. 46(8), pages 1399-1415.
    2. Andrea Runfola & Simone Guercini & Gianluca Gregori & Andrea Perna, 2013. "Discontinuity in interaction. findings from two cases in the Italian context," MERCATI & COMPETITIVIT?, FrancoAngeli Editore, vol. 2013(1), pages 53-72.
    3. Sigfusson, Thor & Harris, Simon, 2013. "Domestic market context and international entrepreneurs’ relationship portfolios," International Business Review, Elsevier, vol. 22(1), pages 243-258.
    4. Welch, Catherine L. & Welch, Lawrence S., 2009. "Re-internationalisation: Exploration and conceptualisation," International Business Review, Elsevier, vol. 18(6), pages 567-577, December.
    5. Yayla, Serdar & Yeniyurt, Sengun & Uslay, Can & Cavusgil, Erin, 2018. "The role of market orientation, relational capital, and internationalization speed in foreign market exit and re-entry decisions under turbulent conditions," International Business Review, Elsevier, vol. 27(6), pages 1105-1115.
    6. Dahlgren, J. & Söderlund, J., 2001. "Managing inter-firm industrial projects -- on pacing and matching hierarchies," International Business Review, Elsevier, vol. 10(3), pages 305-322, June.
    7. Stephan Manning & Arie Y. Lewin & Marc Schuerch, 2011. "The Stability of Offshore Outsourcing Relationships," Management International Review, Springer, vol. 51(3), pages 381-406, June.
    8. Alajoutsijärvi, Kimmo & Mainela, Tuija & Salminen, Risto & Ulkuniemi, Pauliina, 2012. "Perceived customer involvement and organizational design in project business," Scandinavian Journal of Management, Elsevier, vol. 28(1), pages 77-89.
    9. Welch, Catherine, 2005. "Multilateral organisations and international project marketing," International Business Review, Elsevier, vol. 14(3), pages 289-305, June.
    10. Cova, Bernard & Salle, Robert, 2000. "Rituals in managing extrabusiness relationships in international project marketing: a conceptual framework," International Business Review, Elsevier, vol. 9(6), pages 669-685, December.
    11. Stephan Manning & Daniel Roessler, 2014. "The Formation of Cross-Sector Development Partnerships: How Bridging Agents Shape Project Agendas and Longer-Term Alliances," Journal of Business Ethics, Springer, vol. 123(3), pages 527-547, September.

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