The Stern Award Committee, including Erik Mooi (Chair; University of Melbourne), Steven H. Seggie (ESSEC Business School), and Mrinal Ghosh (University of Arizona), is pleased to announce Brett W. Josephson, Ju-Yeon Lee, Babu John Mariadoss, and Jean L. Johnson as winners of the 2025 Louis W. Stern Award. Their winning article, “,” was published in��the��January 2019 issue of Journal of Marketing.��

The committee stated:

This high-quality article has significantly impacted the B2B relationship marketing literature. The authors theoretically and empirically demonstrate that three positive (exploration, endowment, and recovery) and two negative (neglect and betrayal) relationship migration mechanisms capture movement across four different relationship states. They conclude that relationship marketing strategies are state specific, thereby deepening our understanding of the theoretical and practical nuances to relationship marketing strategies.

Honorable Mention

The committee would also like to recognize an Honorable Mention for this year’s award:

“,” by Xu (Vivian) Zheng, David A. Griffith, Ling Ge, and Uri Benoliel (Journal of Marketing, July 2020).

���������t the Stern Award

The Interorganizational SIG (IOSIG) Louis W. Stern Award was established by Louis W. and Rhona L. Stern in 1999 through the ��������� Foundation (���������F). The award recognizes an outstanding article published in a widely recognized and highly respected refereed journal that has made a significant contribution to the literature on marketing and channels of distribution between three and eight calendar years after publication.

The article will be honored at the��2025 Summer ��������� Academic Conference in Chicago, IL.

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The 2023 Stern Award Committee, chaired by Alok Kumar (University of Nebraska-Lincoln) and including David Griffith (Texas A&M University) and George John (University of Minnesota), is pleased to announce that��Jonathan Zhang,��George F. Watson IV,��Robert W. Palmatier, and the late��Rajiv Dant��as winners of the 2023 Louis W. Stern Award. Their winning article, “,” was published in��the��September 2016 issue of Journal of Marketing.��

The judging criteria were the quality of the data, the originality of the theorizing, and the impact (citations) to date.

The committee��unanimously��agreed that the article is an outstanding example of novel and well-executed research that has made a significant contribution to the field of interorganizational relationship research. Specifically, the committee commented that:

This high-quality��article has significantly impacted the B2B relationship marketing literature. The authors theoretically and empirically demonstrate that three positive (exploration, endowment, and recovery) and two negative (neglect and betrayal) relationship migration mechanisms capture movement across four different relationship states. They conclude that relationship marketing strategies are state specific, thereby deepening our understanding of the theoretical and practical nuances to relationship marketing strategies.

The Interorganizational SIG‘s Louis W. Stern Award was established by Louis W. and Rhona L. Stern in 1999 through the ��������� Foundation. The award recognizes an outstanding article published in a widely recognized and highly respected refereed journal that has made a significant contribution to the literature on marketing and channels of distribution between three and eight calendar years after publication.

The IOSIG thanks everyone who took the time to nominate and vote for articles for the 2023 Louis W. Stern Award and especially appreciates all the work the award committee put into selecting the winning article.

The article will be honored at the��Summer ��������� Academic Conference.

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Conference participants receive a digital copy of the conference proceedings approximately one week ahead of the conference.

Non-members may purchase digital proceedings by contacting customerservice@ama.org or purchase a print copy via the ���������’s official .

Winter Academic Conference | February

Marketing & Public Policy Conference | June

Summer Academic Conference | August

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Important Timeline for SIG Leaders

• July 1: Start of the New Fiscal Year
• August: ��������� Summer Academic Conference
• September 15: SIG Leadership Updates are Due to ��������� Support Center
• December: Winter ��������� Award Orders + Reception Details Due
• February: MA Winter Academic Conference
• June: Summer ��������� Award Orders Due
• June 15: Due Date for Fiscal Year Spending

SIG Guidelines and Reporting | SIG Processes | SIG Documents | SIG and ��������� Branding Guidelines | Pop-Up SIGs

Can’t find what you are looking for? Please do not hesitate to reach out to membersupport@ama.org for help.

SIG Guidelines and Reporting

• 1 Year, 3 Year and 5 Year Guidelines Overview
• 1 Year Guidelines (July 2023 – June 2024)
• 3 Year Guidelines (July 2025 – June 2026)
• 5 Year Guidelines (July 2027 – June 2028)

SIG Processes

SIG Documents

Every SIG has a personalized SIG Overview Document. These documents include important dates, a live budget, a list of active academic members, and a list of contacts who have previously been members or affiliated for wider outreach. Since these documents have individual budget information, they are not linked on this page. If you are a SIG Leader and need access, please contact rfickett@ama.org to resend you your SIG Document link.

SIG and ��������� Branding Guidelines

Pop-Up SIGs

Pop-up SIGs are temporary entities (formed for a period of one to three years) created to address emerging topics in marketing that typically fall at the intersection of existing SIGs or around new substantive/thematic developments in the field. The Organizational Frontlines group has been successful in holding programming and attracting members from diverse SIGs in the past and that is the pilot as a Pop-up SIG. These may transition into SIGs of their own if they have enough members at the end of three years or may be folded into existing SIGs (provided the SIG agrees to merge with the Pop-Up). It is a way for ��������� to promote new topic areas within marketing, and to highlight topics at the intersection of different sub-fields in marketing.

Pop-Up SIG Applications are approved by the Academic Council, and Pop-Up SIGs may receive a budget of up to $1,000 per fiscal year to support their efforts and programming. 

The Academic Councils reviews at their quarterly meetings.

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Teaching Insights

Integrated product and service solutions often do not deliver the desired results since solutions involve joint coproduction between suppliers and customers. This leads to shifts in relational habits and task responsibilities and may cause tensions. These slides cover governance mechanisms that can solve such solution challenges.

Related Marketing Courses: ​
Business-to-Business Marketing; Marketing Strategy; Services Marketing

Full Citation: ​
Colm, Laura, Andrea Ordanini, and Torsten Bornemann (2020), “,” Journal of Marketing, 84 (1), 105-124.

Article Abstract: 
Facing competitive and commoditization threats, many companies shift to solution offerings, albeit with mixed results. With a qualitative analysis of dyadic data (suppliers and customers), this article investigates an important, often overlooked reason for such mixed outcomes: the complex, dynamic role of governance matching. This study identifies a series of tensions arising from solution-specific exchange conditions and the matched governance mechanisms actors use to address them: temporary asset colocation, network closure, knowledge-based boundary objects, rights allocation agreements, and liaison champions. It also reveals the dynamic nature of governance matching. Solutions evolve in three phases—experimentation, integration, and evolution—in which single mechanisms have different functions (safeguarding and/or coordination), provide contingent and transient benefits, and can be used in combination to address complex tensions. This study also identifies two decision points, mutual commitment and balanced power, that separate the three phases; their outcomes help explain why certain solution efforts do not take off, others stall, and still others revert to mere spot exchanges. Beyond contributing to solutions literature, these findings provide actionable insights to marketing managers.

Special thanks to  and , Ph.D. candidates at Duke University, for their support in working with authors on submissions to this program.

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Read a managerial summary of this paper.

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Teaching Insights

In marketing contracts between powerful firms and weak firms, it can be mutually beneficial for the powerful firm to “tie its own hands” at the initial contract by putting in place safeguards to protect the weak firm in the ongoing relationship.

Related Marketing Courses: ​
Principles, Core, and Intro to Marketing Mgmt; Marketing Strategy; ​​​​ ​​​​Business-to-Business Marketing;

Full Citation: ​
Carson, Stephen J and Mrinal Ghosh (2019), “,” Journal of Marketing, 83 (4), 101-120.

Article Abstract: 
Power theories (e.g., social exchange theory, resource dependence theory) and efficiency theories (e.g., transaction cost analysis) offer very different perspectives on the design of contractual governance in marketing channels. Whereas power theory suggests that governance will reflect the preferences of powerful firms, efficiency theories argue that governance will maximize joint value. In this research, the authors provide an integrative framework that reconciles power and efficiency perspectives in the context of contractual marketing channel relationships. This framework discriminates between two methods of exercising power: ex ante (through a highly specified, efficient contract that rewards the powerful firm through the price mechanism while providing strong safeguards for the weak firm) or ex post (through a loosely specified, inefficient contract that allows the powerful firm to exploit its power during renegotiations). The authors argue that power will cause channel governance to deviate from the efficient choice, but only to the extent that the powerful firm cannot price out (i.e., extract) the value it offers to the weaker firm ex ante. As exchange conditions become more uncertain, power will demonstrate stronger effects on governance. This theory is supported with data from studies on contractual research-and-development relationships and procurement contracts for customized industrial products.

Special thanks to  and , Ph.D. candidates at Duke University, for their support in working with authors on submissions to this program.

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The study, forthcoming in the March issue of the Journal of Marketing, is titled “” and is authored by Sunil Singh, Detelina Marinova, and Jagdip Singh.

Advances in digital technologies motivate firms to adopt technology-mediated channels for business interactions. According to reports, 77% of customers prefer e-communications over other formats. For B2B selling, this trend manifests in a 75% increase in e-negotiations and, by one estimate, 80% of U.S. sales negotiations are conducted online. Despite this increase in B2B e-negotiations, little is known about its effectiveness. Compared to face-to-face (F2F) communications, e-communications offer fewer contextual cues and less interactivity and flexibility, but they benefit from easy accessibility, transparency, and ability to deliver diverse materials via attachments and links.

A new study in the Journal of Marketing analyzes e-communications to provide sellers with greater insights about buyers’ needs and behaviors. The research team worked with a B2B firm to collect e-negotiation communication data for more than 40 e-negotiations over a two year-period. Using these data, they identified influence tactics, such as textual cues, used by salespeople in day-to-day interactions with buyers during the e-negotiation sales process. Specifically, they identified information sharing, recommendation, promise, and assertiveness as four distinct influence tactics. The research also analyzed buyers’ emails to develop a corpus of textual cues that reflect buyers’ attention, which is the degree to which a buyer displays behavioral responses to a salesperson’s e-communications.

This research revealed that after accounting for known salesperson and customer factors, buyer attention is positively associated with contract award. Furthermore, no individual influence tactic is sufficient to hold a buyer’s attention or win the contract award. Effective use of influence tactics requires the concurrent use of complementary tactics that prompt either internalization (internal analyzing) or compliance (risk-shifting) but not both. Information sharing and recommendation work by persuading the receiver to focus on the merit of the argument (internal-analyzing). On the contrary, promise and assertiveness work by obtaining the compliance of the receiver without attempting to persuade the receiver of the appropriateness of the decision. Thus, promise and assertiveness are known to mitigate decision risk, simplify information processing, and/or reduce uncertainty (risk-shifting). If the salesperson uses any other combination of influence tactics (referred to as competitive combination), such as information sharing used with promise or assertiveness or recommendation used with promise or assertiveness, buyer attention decreases.

These results hold several important implications for salespeople and those who manage them. First, the study recommends that sales organizations incorporate into their training programs guidelines that build buyer attention during sales e-negotiations. A 30% increase in buyer attention increases the likelihood of a contract award seven-fold. Sales managers should specify buyer attention as a key process metric. By measuring buyer attention for each e-negotiation on an ongoing basis, the manager can establish a new performance indicator and identify skill gaps that require more directed coaching.

Second, by isolating the benefits of using complementary (internal-analyzing or risk-shifting) influence tactics together, this research suggests a different path to winning contracts. For instance, the concurrent use of assertiveness and promise tactics evoke compliance during e-negotiations and boost buyer attention by 14% on average. Likewise, the concurrent use of information sharing and recommendation tactics evokes internalization during e-negotiations and results in a 15% increase in buyer attention. On the other hand, competitive combinations that are concurrently deployed invite losses in buyer attention (30% on average) and significantly diminish the likelihood of contract award.

.

Full article and author contact information available at:

An on-demand webcast is also available with the authors explaining their research in more detail at /business-to-business-e-negotiations-and-influence-tactics/

���������t the Journal of Marketing 
The Journal of Marketing develops and disseminates knowledge about real-world marketing questions useful to scholars, educators, managers, policy makers, consumers, and other societal stakeholders around the world. Published by the ��������� since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline. Christine Moorman (T. Austin Finch, Sr. Professor of Business Administration at the Fuqua School of Business, Duke University) serves as the current Editor in Chief. 
/jm

���������t the ��������� (���������) 
As the largest chapter-based marketing association in the world, the ��������� is trusted by marketing and sales professionals to help them discover what’s coming next in the industry. The ��������� has a community of local chapters in more than 70 cities and 350 college campuses throughout North America. The ��������� is home to award-winning content, PCM® professional certification, premiere academic journals, and industry-leading training events and conferences.  

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Teaching Insights

Business-to-Business Service Innovations (B2B-SIs) have a greater positive effect on firm value than Business-to-Consumer Service Innovations (B2C-SIs). At the same time, they don’t raise firm risk as much as B2C-SIs.

Business-to-Business Service Innovations (B2B-SIs) interact with product innovations to enhance firm value.

Business-to-Business Service Innovations (B2B-SIs) and customer-focus innovations interact to have a marginally negative interaction effect on firm value.

Related Marketing Courses: ​
Business-to-Business Marketing; Digital Marketing; Innovation/New Product Development; Marketing Strategy; Services Marketing

Full Citation: ​
Dotzel, Thomas and Venkatesh Shankar, “,” (2019). Journal of Marketing, 83(5), 133-152.

Article Abstract: 
The global economy is becoming increasingly service-driven. Business-to-business (B2B) commerce dwarfs business-to-consumer (B2C) commerce. B2B firms are constantly seeking to introduce service innovations (SIs) to improve firm value. But they are unsure about B2B-SIs’ effects on firm value or firm risk, especially relative to those of B2C-SIs, because many firms introduce both B2B-SIs and B2C-SIs and need to better allocate their resources. We address these issues by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators, the number of product innovations and customer-focus innovations. To test the hypotheses, we develop and estimate a model using unique panel data of 2,263 service innovations across 15 industries over eight years assembled from multiple data sources, controlling for firm- and market-specific factors, heterogeneity, and endogeneity. We analyze innovation announcements using natural language processing (NLP) to gather data on the quality of innovations. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. However, surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. The effects of B2B-SIs and B2C-SIs on firm risk vary across industries. Our findings offer executives important insights about the relative value of B2B service innovations.

Special thanks to  and , Ph.D. candidates at Duke University, for their support in working with authors on submissions to this program. 

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Linked for Success: How Board Interlocks Influence Marketing Power��

Referral Contagion: Capturing the Full ROI of Referral Programs

Struggling to Navigate Global Trade? Rely on the Power of Marketing

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Interorganizational Lifetime Achievement Award

The 2019 ��������� IOSIG lifetime award recipient is Professor James R. Brown, a Professor Emeritus of Department of Marketing in the John Chambers College of Business & Economics at West Virginia University, USA.

Selling and Sales Management SIGS Lifetime Achievement Award

The 2019 SalesSIG lifetime achievement recipient is Jagdip Singh, AT&T Professor of Marketing, Co-Director of MSM-Business Analytics Program, and Professor of Design & Innovation, Weatherhead School of Management at Case Western Reserve University.

Marketing for Higher Education SIG Lifetime Achievement Award

V Kumar is the recipient of the Marketing for Higher Education SIG’s 2019 Lifetime Achievement Award. 

MASSIG Lifetime Achievement Award

Craig Andrews is Professor and Charles H. Kellstadt Chair in Marketing, Marquette University, and winner of the 2019 Marketing and Society SIG Lifetime Achievement Award. Winners of this annual award have contributed a significant body of work in developing and advancing research in the Marketing and Society, Public Policy, and/or the Marketing Ethics areas. This award is given to individuals who exemplify outstanding scholarship in these fields. 

Significant Contributions to Global Marketing Award

The Global Marketing SIG is pleased to announce that David A. Griffith is the recipient of the 2019 Significant Contributions to Global Marketing Award. The Significant Contributions Award honors a scholar who has contributed significantly to the field of global marketing.

Churchill Award for Lifetime Contributions to Marketing Research

The Marketing Research SIG Award Committee has selected Gerard J. Tellis as the recipient of the 2019 Churchill Award for Lifetime Contributions to Marketing Research.

The Churchill award recognizes an individual’s contribution to marketing research including new methodologies, seminal publications, books, awards and other notable contributions.

Sport & Sponsorship-Linked Marketing SIG Paper of the Year

Mazodier, Henderson, & Beck’s JM is “Paper of the Year”

The group’s “Paper of the Year” in Sport Marketing is entitled “.” Published in the Journal of Marketing in 2018, the paper was authored by Marc Mazodier, Conor M. Henderson, and Joshua T. Beck

Published in the Journal of Marketing, the results of Mazodier, Henderson, and Beck (2018) suggest that in today’s digital era sponsors should prioritize fans who have been commonly ignored: highly identified fans who are out-of-market. Such fans may be even more motivated to both buy team goods and actively choose products from sponsoring brands. The results of a series of experiments involving fans of the English Premier League, the Los Angeles Lakers, Paris Saint Germain, and the National Football League recommend that sponsors should microtarget fans by audience location and interests on social platforms to achieve various sponsorship-linked marketing objectives. 

Entrepreneurial Marketing SIG Gerald E. Hills Best Paper Award

Nicole Coviello and Richard Joseph have won the EM SIG‘s Gerald E. Hills Best Paper Award for their 2012 JM article:

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