It takes three to Tango: Balancing actor centricity to pursue a strategic reorientation in B2B markets

By shedding light on the interconnectedness of B2B markets, Service-Dominant Logic has brought forward the idea that B2B organizations can be facilitators of value co-creation rather than business suppliers, suggesting that a new source of competitive advantage might lie in orchestrating relationships with other actors besides their direct business clients. This study delves into the initiatives of strategic reorientation undertaken by two native B2B organizations to pursue this logic: Balanced centricity. We develop an empirical model that provides a dynamic understanding of market strategies grounded in the interdependence among B2B and B2C orientations. Our model also highlights the crucial role of salespeople in harmonizing value co-creation, suggesting that they might act as institutional intrapreneurs within triadic business structures. The study also holds implications for B2B managers' agenda. We uncover the crucial role of service innovation and adopting an ambidextrous approach to the strategic management of salespeople.