Jon Bingen Sande
BI Norwegian Business School
10 Papers
75 Citations
Jon Bingen Sande is an academic researcher from BI Norwegian Business School. The author has contributed to research in topics: Customer retention & Empirical research. The author has an hindex of 7, co-authored 10 publications. Previous affiliations of Jon Bingen Sande include Norwegian University of Life Sciences.
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Papers
Endogeneity in survey research
Jon Bingen Sande,Mrinal Ghosh +1 more
TL;DR: The authors developed an overarching framework to help improve the understanding of endogeneity problems and how to tackle them when researchers use cross-sectional survey-based data and provided explanations of and advice for how marketing strategy and inter-organizational relationships researchers can address six "painful" and sometimes hidden decisions: 1) Do you have an endogeneity problem? 2) What technique/estimator is appropriate? 3) What instrumental variables (IVs) should be chosen? 4) How should IVs be evaluated empirically? 5] How should the results be interpreted and evaluated? and
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Strategic Performance Effects of Misaligned Formal Contracting: The Mediating Role of Relational Contracting
TL;DR: In this paper, the authors examined the effects of misaligned formal contracting on two types of outcomes, i.e., end-product enhancements and cost reductions, and on one mechanism through which misalignment affects performance.
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Improving customer knowledge transfer in industrial firms: how does previous work experience influence the effect of reward systems?
TL;DR: In this article, the role of knowledge integration mechanisms (KIMs) and customer-oriented reward systems in non-marketing managers' use of customer information was examined. And the use of KIMs mediates the positive effect of customer oriented reward systems on non-m marketing managers.
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Strategic performance effects of misaligned formal contracting: The mediating role of relational contracting
TL;DR: In this article, the authors examined the effects of misaligned formal contracting on two types of outcomes, i.e., end-product enhancements and cost reductions, and on one mechanism through which misalignment affects performance.
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Getting the most out of cross-functional cooperation: Internal structural change as a trigger for customer information use
TL;DR: In this paper, the authors show that internal structural change positively moderates the relationship between cross-functional cooperation and information use, and that structural change also decreases the quality of crossfunctional cooperation.
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