Abstract

New product adoption by business-to-business (B2B) organizations is explored through an examination of the influence of the theory of planned behavior (TPB), organizational culture, and the presence of the intention-behavior gap. A phenomenographic design, utilizing qualitative surveys, enabled a detailed analysis of attitudes, subjective norms, and perceived behavioral control as key factors influencing adoption intentions and actions within US-based organizations. The study collected responses from a purposively sampled group of experienced decision-makers with authority over new product selection. A total of 86 B2B decision-makers responded to the invitation to participate

Thematic analysis revealed perceived behavioral control as the most influential factor, with particular emphasis on the ease of use and seamless integration of new products. The findings highlighted that a balanced risk-taking organizational culture improves the likelihood of new product adoption if financial considerations like the total cost of ownership, are aligned with the organizational goals. Additionally, product expectations and their expected value are key factors in bridging the intention-behavior gap and organizations that choose new products that match their core cultural values and strategic goals are generally more successful in putting their plans into practice.

Study conclusions are that B2B firms prioritizing core values over autonomy are more averse to new products, while those with balanced risk-taking are likelier to follow through on adoption intentions. The organizational culture and perceived behavioral control, especially related to product compatibility and costs, greatly impact product adoption. Attitudes towards new products, especially expected value and fit, are key in closing the intention-behavior gap. Lastly, firms with proactive learning and flexible decision-making are better positioned to overcome adoption barriers and align with market innovations.

Practically, sellers must align strategies with buyers' cultural values and operational needs and understand the buyer’s cultural risk profile. Additionally, sellers must emphasize product compatibility, seamless integration, and demonstrate product value alignment. Product trials, case studies, success stories, and value analyses that are specific to the buyer and customized to the buyer’s risk profile are recommended. Future research of different market segments to identify customer, application, and industry-specific marketing nuances will further contribute to our understanding of B2B practices.

Library of Congress Subject Headings

Industrial marketing—United States; Consumer behavior—United States

Date of Award

2024

School Affiliation

Graduate School of Education and Psychology

Department/Program

Education

Degree Type

Dissertation

Degree Name

Doctorate

Faculty Advisor

Kay Davis

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