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A General Model for Understanding Organizational Buying Behavior
Abstract
Framework outlines the decision process in an industrial context.
... The second discusses the concept of networks as a means to reconcile these contradictory objectives. Our articulation of this concept of network is based on the buying center model by Webster and Wind (1972), which is a pertinent model for our research question in light of previous findings. ...
... To characterize the latter network concept, Webster and Wind (1972) put forth the idea of the buying center, or decision-making unit, which is a group of individuals who collectively define the organization's procurement decisions. J€ arvi and Munnukka (2009, p. 440) describe such centers as "networks connecting individuals who share valuable purchase-related information." ...
... The network lens can be used to explore the dynamics between procurement actors by going beyond the status and formal authority of the organizational structure (Iacobucci and Hopkins, 1992) to account for conflict management (Mummalaneni, 1984) and power games (Pedeliento et al., 2019). This view entails a series of roles (prescriber, user, buyer, filter and decision-maker) that can be performed by different actors in the organization (Webster and Wind, 1972) (see Table 1). ...
Purpose – This article investigates how the healthcare sector can reorganize its procurement network to better balance its resilience and cost-minimization objectives.
Design/methodology/approach – A single case study was conducted on the procurement of personal protective equipment (PPE) during the first COVID-19 pandemic wave in the Quebec public healthcare network. Interviews were conducted with stakeholders from the supply chain management (SCM) departments at eight public healthcare institutions.
Findings – Two major challenges in the early months of the pandemic impacted the development of resilience in the healthcare network. First, peripheral actors’ decisions, which orient procurement objectives, limited the deployment of resilience measures in the supply chain (SC). Second, SC resilience included hundreds of products other than PPE that are critical to the delivery of care. The article illustrates the challenges of SCR, which will inevitably be accompanied by additional costs when purchasing in the public healthcare sector is often focused on the lowest price.
Originality/value – Drawing from the network perspective model, this article examines the actions of Quebec supply network stakeholders through the three phases of SCR: anticipation, response to disruption, and recovery. Finally, the article suggests that decision-makers remove the cost of resilience measures from the purchase price of products, in order to maintain these measures over the long term.
... Table 2. This implies that out of all the relevant authors mention in Table 2, only one made to the list of most cited works with his work having a total citation count of 520 (Webster and Wind, 1972). Frederick E. Webster is one of the most cited and relevant authors in the field of consumer buying behaviour research. ...
This study aims to track the growth and development of consumer buying behaviour research from 1958 to 2024 using bibliometric analysis. To do so, the paper analyses the increase in the volume of publications, highlights the trending topics, identifies major contributors, and recognises prominent subthemes of the consumer buying behaviour research landscape. The dataset for the bibliometric analysis is extracted from OpenAlex, which is an open-source bibliographic database. After the filtration, the study selects 4,795 research articles for analysis. The study uses VOSviewer to carry out the bibliometric coupling analysis and the R package known as Bibliometrix for descriptive analysis. The findings from the analysis reveal that there has been a surge in the production of consumer buying behaviour research from the year 2000, peaking in the year 2021. Some of the most frequently mentioned terms include "consumer shopping behaviour," "compulsive buying," and "impulsive buying". Moreover, apart from the identification of prominent contributors, the study highlights four major subthemes that are Social impact on Buying Behaviour, Impulsive Buying Behaviour, Compulsive Buying Behaviour and Panic Buying Behaviour. The study takes into account the difference between purchase intention and buying behaviour and therefore exclusively focuses on research articles specifically discussing the buying behaviour of consumers segregating it from the pool of consumer behaviour research. Moreover, the study uses OpenAlex, which to the knowledge of the authors, has not been used as a database for bibliometric analysis of consumer behaviour research to date.
... Indeed, the demographic traits (e.g., large-sized companies) of leads in cluster 1 indicate that they are not ready to make an early purchase decision. This is partially because in large-sized companies decisionmaking is usually complex and involves multiple approvals from various stakeholders (Webster & Wind, 1972;Zolkiewski et al., 2017). Leads in cluster 1 should be approached last. ...
In B2B sales, assessing and selecting leads to pursue have traditionally relied on sales practitioners' expertise. However, due to inherited limitations and subjectivity, this approach has been widely acknowledged as ineffective and inefficient for lead scoring/qualification. Therefore, scholars have shifted their focus to more objective data-driven approaches that could increase lead conversion rate and, eventually, sales performance. However, there is a lack of studies on lead scoring models that consider the leads' willingness and purchase intentions. Therefore, this study develops a "smart sales" predictive lead scoring model using a combination of both unsupervised and supervised machine learning methods and incorporates leads' purchase intentions from their perspective in the phased sales process. The empirical findings of this study claim that data-driven models can improve decision-making in the B2B sales process. Implementation of the proposed solution will help enhance the effectiveness and efficiency of the B2B sales process and its performance.
... Most of them do not consider affect as a major driving force and emphasize a rational cognitive approach to decisionmaking. Although some behavioral models indirectly point to the presence of noncognitive factors in decision-making, such as non-task factors (Webster and Wind, 1972), bargaining, and politicking (Sheth, 1969), the influence exerted on decisionmaking in organizational purchasing is not yet widely accepted . ...
... Furthermore, other research endeavors have acknowledged the noteworthy impact of social factors, particularly those related to social networks, on individuals' patterns of purchasing behavior and their adeptness in managing supply chain relationships (J. Hong et al., 2022;Johnston & lewin 1996;webster & wind, 1972). consequently, an individual's unique historical trajectory through diverse social groups or networks emerges as a pivotal determinant. ...
This study delves into the potential role of psychological capital (PsyCap) on social psychology (SocPsych) within the realm of supply chain management (SCM). By exploring dimensions such as trust, power, perception, and social factors, it seeks to unearth their collective potential in optimizing SCM practices. The research employs a hybrid search strategy, seamlessly integrating backward snowballing and forward snowballing techniques, yielding a robust dataset of 344 sources. After rigorous analysis, 60 sources, comprising academic journals, review journals, and books from Web of Science and Scopus, were selected for review. The findings provide theoretical insights into the role of PsyCap in shaping SocPsych, a critical factor in enhancing SCM performance. Additionally, potential barriers within SCM practices are also explored. However, it is crucial to emphasize the necessity for further empirical investigations to validate these proposed relationships and mechanisms within the complex landscape of real-world supply chain contexts. Despite inherent limitations, this study provides valuable insights that can guide future research endeavors and practical applications in the dynamic field of SCM. The integration of psychological and social dimensions holds promises to redefine and elevate SCM strategies for the benefit of organizations worldwide, specifically in the endemic era.
... Sumber: Webster and Wind (1972) dalam Wardhana (2023) Contohnya, IBM menggunakan model Webster dan Wind untuk mengelola proses pembelian dalam organisasi besar, termasuk pengembangan sistem IT dan perangkat keras. Mereka menerapkan pendekatan ini untuk memahami berbagai unit keputusan dan pengaruhnya terhadap pembelian teknologi. ...
Perilaku konsumen melibatkan keputusan pembelian barang dan jasa untuk konsumsi pribadi (Mothersbaugh, Hawkins, Kleiser, 2020; Solomon, 2020; Smith, 2020; Nimmermann, 2019; Schiffman, & Wisenblit, 2019; Blackwell dan Miniard, 2017; Haghshenas, Abedi, Ghorbani, Kamali, Harooni, 2007). Bagi pemasar, pemahaman perilaku konsumen sangat vital karena bertujuan menciptakan dan mempertahankan pelanggan (East, Singh, Wright, Vanhuele, 2021; Mothersbaugh, Hawkins, Kleiser, 2020; Solomon, 2020; Smith, 2020; Nimmermann, 2019; Schiffman, & Wisenblit, 2019; Barmola, Srivastava, 2010). Hoyer, MacInnis, Pieters (2023) dan Peter dan Olson (2013) menggambarkan perilaku konsumen sebagai interaksi dinamis antara pengaruh, kesadaran, perilaku, dan lingkungan dalam pertukaran aspek kehidupan. Solomon (2020), Smith (2020), Nimmermann (2019), Peighambari, Sattari, Kordestani, Oghazi, 2016) menggarisbawahi bahwa perilaku konsumen melibatkan individu dan kelompok dalam memilih, membeli, menggunakan, dan membuang produk, layanan, ide, atau pengalaman untuk memenuhi kebutuhan dan keinginan. Kotler, Keller, Chernev (2021), Rabontu dan Boncea (2007) menyatakan perilaku konsumen adalah studi bagaimana individu, kelompok, dan organisasi memilih, membeli, menggunakan, dan membuang produk, layanan, atau pengalaman untuk memuaskan kebutuhan dan keinginan. Mothersbaugh, Hawkins, Kleiser (2020) dan Munnukka (2008) menekankan bahwa proses pengambilan keputusan pembelian dapat bervariasi tergantung pada harga produk atau layanan. Solomon (2020) menciptakan gambaran menyeluruh tentang perilaku konsumen, melibatkan psikologi, sosiologi, sosio- psikologi, antropologi, dan ekonomi dalam pembuatan keputusan pembelian individu atau kelompok. Schiffman dan Wisenblit (2019) menyoroti kompleksitas perilaku konsumen sebagai aspek psikologis yang muncul dalam bentuk perilaku khas individu atau kelompok yang terlibat dalam pembelian produk, penggunaan produk, dan pembelian ulang. Menurut Engel, Blackwell, dan Miniard (2005), perilaku konsumen mencakup tindakan langsung dalam memperoleh, mengkonsumsi, dan menghabiskan produk atau layanan, termasuk proses sebelum dan setelah tindakan tersebut.
... Firms then devise business models, organizational structures, management systems, and IT systems to define, support and enable the activities to achieve the goals. Literature (E.g., 3 Eades, 2004;Rackham & DeVincentis, 1999;Webster & Wind, 1972) has defined the organizational buying as a four-stage process from 1) identifying and prioritizing (Anderson et al., 2006;Payne et al., 2017) an opportunity to improve value creation to 2) designing a solution to create the value 3) to identifying and selecting the other actors required by the value creation 4) to agreeing and organizing the value creation. The Figure 2 illustrates the four stages. ...
The degree and determinants of source loyalty in the purchase of industrial components by an advanced electronics firm are examined through the application of multiple regression and discriminant analysis to data obtained from company records and interviews.
On the basis of field interviews and questionnaires from a sample of 142 purchasing agents in different firms, the author finds that the work behavior of the agents is strongly influenced by "lateral" negotiations. The relationship between the purchasing department and other departments in the organization, particularly engineering and scheduling, cannot be understood in terms of traditional, "vertical" supervisor-subordinate or line-staff concepts. Instead, the typical work-flow relationship involves much more than the giving of advice or the application of hierarchical authority. The ambitious purchasing agent skillfully uses formal and informal and informal techniques in order to influence the terms of the requisitions that he receives. Thus he introduces a two-way work flow and in this way raises his own status.
