A study of situational variables in an organizational marketing scenario

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dc.contributor.authorClark, J. Danaen
dc.contributor.committeechairMcCleary, Ken W.en
dc.contributor.committeememberWeaver, Pamela A.en
dc.contributor.committeememberKnutson, Bonnie J.en
dc.contributor.committeememberLittlefield, James E.en
dc.contributor.committeememberChon, Kye-Sungen
dc.contributor.departmentHotel, Restaurant, and Institutional Managementen
dc.date.accessioned2014-03-14T21:11:34Zen
dc.date.adate2007-05-22en
dc.date.available2014-03-14T21:11:34Zen
dc.date.issued1993-01-01en
dc.date.rdate2007-05-22en
dc.date.sdate2007-05-22en
dc.description.abstractThis study examined whether situational variables influence members of the buying center when deriving an evoked set in an organizational buying scenario. Buyclass, risk, and power were the focus of the study. This study examined the process organizations go through when deriving evoked sets and the role situational variables played in that process. This process was examined within the context of organizational buying scenarios. The organizational buying process is different from the consumer buying process. The organizational buying process includes a series of incremental steps. A decision or decisions are made at each step. The first step in the decision process is the recognition of a problem and the formulation of a set of potential solutions. This initial group of solutions is an evoked set. Organizational buying decisions are made by a collection of people within the organization. These individuals interact through the phases of the purchase process making the necessary decisions. This group is called a buying center. The buying center is influenced throughout the buying process by a number of variables. This study focused on three situational variables: buyclass, risk, and power. However, other variables were revealed. A proposed model for understanding the organizational buying process was constructed and presented in the literature review section (Chapter Two). This model incorporated situational variables in the overall buying process. While the study was conducted within the context of the proposed model, the proposed model was not tested. The proposed model may provide context for future studies in the area of organizational marketing. The research questions and propositions suggested in Chapter One were examined within the context of the hospitality industry. Specifically, this dissertation has studied how situational variables influenced buying centers within associations while the buying centers were formulating evoked sets while searching for an annual convention site. The sample for the study was drawn from associations headquartered in Washington, D.C.en
dc.description.degreePh. D.en
dc.format.extentx, 279 leavesen
dc.format.mediumBTDen
dc.format.mimetypeapplication/pdfen
dc.identifier.otheretd-05222007-091406en
dc.identifier.sourceurlhttp://scholar.lib.vt.edu/theses/available/etd-05222007-091406/en
dc.identifier.urihttp://hdl.handle.net/10919/37891en
dc.language.isoenen
dc.publisherVirginia Techen
dc.relation.haspartLD5655.V856_1993.C625.pdfen
dc.relation.isformatofOCLC# 28692538en
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subject.lccLD5655.V856 1993.C625en
dc.subject.lcshIndustrial procurementen
dc.subject.lcshOrganizational behavioren
dc.subject.lcshPurchasingen
dc.titleA study of situational variables in an organizational marketing scenarioen
dc.typeDissertationen
dc.type.dcmitypeTexten
thesis.degree.disciplineHotel, Restaurant, and Institutional Managementen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.leveldoctoralen
thesis.degree.namePh. D.en

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