This study quantifies drivers and consequences of positive and negative electronic word-of-mouth (eWOM) engagement on social networking sites building upon social identity theory. Fitting a structural model using software smartPLS 4.0, the analysis compares two distinct groups of respondents. Though these groups seem to belong to the same in-group. Nevertheless, group members differ with respect to the drivers and consequences of their positive and negative eWOM engagement. As engagement is often used in the context of service-dominant logic, we reveal which non-monetary value co-creating and value-reducing consequences result from positive and negative eWOM engagement. This study highlights the impact of eWOM engagement on self-brand connection and self-brand incongruity and identifies commitment as a major driver. For international respondents negative eWOM does not automatically increase self-brand incongruity but low negative eWOM has a positive effect on the self-brand connection.

Political conflicts and trade tensions affect entrepreneurial activities. This paper qualitatively evaluates the success factors of a B2B company’s marketing management strategies within the context of trade policy changes. Results indicate that a strong brand, personal ties to customers, retailers and competitors, and international manufacturing sites reduce the risk. Companies not only face the challenge of disruptive innovation caused by global digitalization activities. In addition, disruptions in the macro-environment are actually increasing. One example that impedes the growth of industrial activities is the current, still escalating, US-China trade war. Unusual forms of marketing coalitions and networks in trans-organizational systems are considered key constellations to ensure future company success (Achrol, 1991). What are the success factors for a B2B company’s marketing management strategies within the context of disruptive economic market and industry conditions, e.g., international trade policy changes?

Internet of Things (IoT) research is devoted to the idea that a wide array of devices, including appliances, vehicles, buildings, and cameras, can be interconnected to collect and share their abundant sensory information to use for intelligent purposes. IoT technologies are universally seen as transforming the manufacturing and services sectors. Service-Dominant (S-D) logic focuses on a dynamic, ongoing way to co-create value through resource integration and service exchange. Based on research data from business-to-business and business-to-government customers, as well as feedback from employees and managers of two different manufacturers, our study addresses four questions: (1) In the light of the IoT-does the second axiom of the S-D logic—value is co-created by multiple actors, always including the beneficiary—still hold true for B-to-B and Business-to-Government (B-to-G) customers? (2)With reference to the IoT—is there a difference in the acceptance of digital services between B-to-B and B-to-G groups? Does the age group of the customers have to be considered? (3) Are there digital customer services already perceived as being ―co-created‖ in the sense of the S-D logic? (4) Marketing management in the digital age—how to implement IoT projects in buyer-manufacturer relationships considering the abovementioned chances and challenges. Discussing a background of disruption management and S-D logic, we examine factors that influence IoT buyer–manufacturer project success in organizational networks, and compare the attitude of different customer groups towards these projects. Our findings show that in the IoT-driven digital projects even long term customers that trust in their manufacturers have very strong reservations with regards to data safety. We propose a modular concept of a relationship alignment model to enhance trust in manufacturer's credibility in the context of disruptive IoT projects. The evaluation of our empirical studies revealed serious reservations of managers and service employees towards an active integration of customers into digital product maintenance. If manufacturers are not willing to incorporate customers in digital platforms and networks and provide them with digital services they are interested in, this will hamper A-to-A co-creation of value in digital IoT projects.