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SEGGIE, Steven Head

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Steven Head

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    Transaction cost economics in international marketing: a review and suggestions for the future
    (American Marketing Association, 2012-06) Seggie, Steven Head; Entrepreneurship; SEGGIE, Steven Head
    Transaction cost economics (TCE) has received much attention in the international marketing literature over the past 25 years. Many key issues in international marketing have been examined through the lens of TCE, including entry mode choice, the governance of international distribution channels, propensity to franchise, international pricing control, and the governance of international buyer–supplier relationships. The author presents a review and analysis of 43 empirical TCE international marketing studies from 1987 to the present day. The results from this review and analysis indicate that the extant international marketing TCE studies demonstrate some support for the TCE propositions. In addition to these findings, the author also notes some key measurement issues, issues involving the dominance of U.S.-based studies, and some data equivalence issues. He builds on the results of the analysis to lay out important future research directions in the TCE international marketing domain.
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    What does it take to get promoted in marketing academia? Understanding exceptional publication productivity in the leading marketing journals
    (American Marketing Association, 2009-01) Seggie, Steven Head; Griffith, D. A.; Entrepreneurship; SEGGIE, Steven Head
    Institutional competition to retain and recruit marketing scholars capable of publishing in the leading marketing journals has intensified. While increased emphasis has been placed on publication productivity in the leading marketing journals, little is known as to questions such as: (1) What level of publication productivity in the leading marketing journals does it take to getpromoted in marketing academia? (2) What level of publication productivity in the leading marketing journals warrants exception? and (3) What drives research productivity in the leading marketing journals? We draw on the economic concept of imperfect substitution to address these questions using two datasets: (1) a census of publication activity in the leading marketing journals of 337 scholars in the Top 70 institutions promoted between 1992-2006, and (2) anexamination of 2,672 scholars publishing 3,492 articles in the four leading marketing journals over the period 1982-2006. The results indicate that the average number of publications by successful candidates for promotion to associate professor from Ph.D. conferral at Top 10 institutions was .57 articles in the leading marketing journals per year, compared to .47 in the Top 11-20 institutions, .47 in the Top 21-40 institutions and .26 in the Top 41-70 institutions. Findings related to promotion to full professor from both Ph.D. conferral and from promotion to associate professor, and those identified as warranting exceptional publication productivity are also presented. The findings provide substantive implications for marketing academics, those involved with the recruitment and retention of marketing academics and the field of marketing thought.
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    Passive and active opportunism in interorganizational exchange
    (American Marketing Association, 2013-11) Seggie, Steven Head; Griffith, D. A.; Jap, S. D.; Entrepreneurship; SEGGIE, Steven Head
    This article examines how firms in interorganizational relationships respond differently to active and passive opportunism and observes how these opportunism forms erode satisfaction with the performance of these relationships. The multimethod approach of two experiments and one longitudinal field study demonstrate that firms tolerate more passive opportunism than active opportunism (Study 1 ) and that transaction costs play a mediating role between opportunism form and satisfaction with performance of the relationship (Study 2). Finally, the field study reveals that, over time, passive opportunism has a more corrosive impact on satisfaction with performance than active opportunism (Study 3). Together, the findings underscore the importance of distinguishing passive and active opportunism and the need to develop a better understanding of its management and consequences.
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    Exploring correlates of product launch in collaborative ventures: an empirical investigation of pharmaceutical alliances
    (Wiley, 2009-07) Talay, M. B.; Seggie, Steven Head; Cavusgil, E.; Entrepreneurship; SEGGIE, Steven Head
    This paper examines collaborative ventures leading toward the launch of new products in the pharmaceutical industry. These collaborative ventures are one of the most underresearched areas in the new product literature, yet the preponderance of these collaborative ventures makes it an area of great importance for scholars and practitioners alike. As such, the purpose of the study is to examine why some collaborative projects produce a favorable outcome (the launch of a product) whereas others do not. That is, what characteristics of partner firms in the collaborative ventures and what characteristics of the partnership lead to a successful launch of a new product in the pharmaceutical industry? Secondary data from the pharmaceutical industry are employed in a multinomial logit model. Data from 128 collaborative ventures from 1980 to 2004 are used in the analysis. The partner firms in the collaborative ventures are from various industries ranging from malt beverages to pharmaceutical preparations to electronic and other equipment among others. Of the 128 collaborative ventures, 66 were successful in leading to a new product launch, whereas 62 did not result in the launch of a new product. The results from the multinomial logit analysis suggest that combined marketing resources of parent companies, combined technological intensity of parent companies, and combined asset bases of parent companies contribute to the likelihood of an eventual product launch in a collaborative venture. However, the results of the analysis show that contrary to expectations, technological complementarity of partners in the collaborative venture is not a significant predictor of successful new product launch. The results of the study suggest certain aspects for managers to consider when establishing collaborative ventures. To maximize the possibilities of the collaborative venture leading to the successful launching of a new product, managers should be concerned with the resources potentially available to partners in the collaborative venture from parent firms. These resources are not only of a financial but also of a technological nature. The existence of these resources does not ensure provision of resources to the collaborative venture; however, without the possibility of these resources it appears that successful launch of a product is less likely.
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    Big and lean is beautiful: a conceptual framework for data-based learning in marketing management
    (Emerald Publishing Limited, 2019-09-19) Soyer, E.; Pauwels, K.; Seggie, Steven Head; Entrepreneurship; Rindfleisch, A.; Malter, A. J.; SEGGIE, Steven Head
    While Big Data offer marketing managers information that is high in volume, variety, velocity, and veracity (the 4Vs), these features wouldn't necessarily improve their decision-making. Managers would still be vulnerable to confirmation bias, control illusions, communication problems, and confidence issues (the 4Cs). The authors argue that traditional remedies for such biases don't go far enough and propose a lean start-up approach to data-based learning in marketing management. Specifically, they focus on the marketing analytics component of Big Data and how adaptations of the lean start-up methodology can be used in some combination with such analytics to help marketing managers improve their decision-making and innovation process. Beyond the often discussed technical obstacles and operational costs associated with handling Big Data, this chapter contributes by analyzing the various learning and decision-making problems that can emerge once the 4Vs of Big Data have materialized.