Brett W. Josephson

• Doctor of Philosophy
• Professor (Associate) at George Mason University

Firms operating in business-to-government (B2G) markets rely heavily on mergers and acquisitions (M&As) to achieve growth. However, the performance implications of M&As in B2G markets are unclear, due to its unique regulatory environment. Leveraging in-depth interviews and secondary data pertaining to 422 B2G M&As, between 2001 to 2017, this study...

In B2B markets, salespeople often act as market makers, connecting customers with suppliers while collaborating with other salespeople to form a complex network of relationships. The authors propose that in such a relationship network, the salesperson's social capital, or “who they know”, and transaction efficacy, or “what they do”, have direct and...

Companies not only stand up for or against specific matters in plain sight of the customer, they also pursue their interests less publicly in the political arena. Lobbying and other forms of political management are common strategies to influence the regulatory environment in favor of one´s company. The results of this research show that political...

This article uses multimethod approaches to develop a conceptual foundation for and empirical evidence of the performance implications of business-to-government (B2G) relationships. In-depth interviews reveal unique characteristics that differentiate B2G exchanges from commercial exchanges (e.g., procurement mission; regulations and oversight; scal...

Regulatory oversight that affects the firm's product-market environment continues to increase. Political management capital (PMC) describes firm expenditure committed to address the political and regulatory context. Neoinstitutional theory casts PMC as an institutionally expected normative response investors use when evaluating firm performance. Al...

Building on relational and resource-based perspectives, this article investigates the indirect effect of interfirm relational strategies (relational proclivity and capability) on firm platform innovation, through their association with key interfirm relational traits (information flows and relational embeddedness). Given differences in firm usage a...

This article investigates the impact of service transition (the infusion of services in addition to goods to a manufacturing firm’s offering) on firm-idiosyncratic risk. The authors analyze a unique data set of 168 publicly traded manufacturing firms over a 6-year financial window (2006–2011), with the results showing that service transition produc...

Strategic marketing ambidexterity (SMA), the blend of a firm’s exploitation of existing competencies and exploration of future capabilities in strategic marketing activities, represents a dynamic capability that is vital in achieving superior performance. Given its criticality, the authors examine how firm antecedents and industry contexts affect t...

A project funded by the Institute for the Study of Business Markets to develop an understanding of the current state of business-to-business marketing and a research agenda for the field identified a lack of understanding of how the marketing function can or should best contribute to firms’ innovation efforts as the top priority. A workshop of seni...