Follow
Nima Heirati
Title
Cited by
Cited by
Year
Achieving new product success via the synchronization of exploration and exploitation across multiple levels and functional areas
A O'Cass, N Heirati, LV Ngo
Industrial Marketing Management 43 (5), 862-872, 2014
1672014
Do professional service firms benefit from customer and supplier collaborations in competitive, turbulent environments?
N Heirati, A O'Cass, K Schoefer, V Siahtiri
Industrial Marketing Management, 2016
1262016
Driving service innovativeness via collaboration with customers and suppliers: Evidence from business-to-business services
N Heirati, V Siahtiri
Industrial Marketing Management, 2017
752017
The Dark Side of Customer Participation: When Customer Participation in Service Co Development Leads to Role Stress
M Blut, N Heirati, K Schoefer
Journal of Service Research, 2019
662019
Supporting new product commercialization through managerial social ties and market knowledge development in an emerging economy
N Heirati, A O’Cass
Asia Pacific Journal of Management 33, 411-433, 2016
612016
Mastering the complementarity between marketing mix and customer-focused capabilities to enhance new product performance
A O'Cass, N Heirati
Journal of Business & Industrial Marketing 30 (1), 60-71, 2015
482015
The moderating effect of cultural value orientations on behavioral responses to dissatisfactory service experiences
K Schoefer, A Wappling, N Heirati, M Blut
Journal of Retailing and Consumer Services 48, 247-256, 2019
432019
Differential importance of social and economic determinants of relationship performance in professional services
N Heirati, A Richter, R Harste, S Henneberg
Industrial Marketing Management 76, 23-35, 2019
352019
The contingent value of marketing and social networking capabilities in firm performance
N Heirati, A O'Cass, LV Ngo
Journal of Strategic Marketing 21 (1), 82-98, 2013
282013
Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance
N Heirati, A O'Cass, S Phyra
Journal of Business and Industrial Marketing, 2017
272017
Dark-side-effect contagion in business relationships
Y Zhang, A Leischnig, N Heirati, S Henneberg
Journal of Business Research 130, 260-270, 2021
202021
Examining market entry mode strategies via resource-based and institutional influences: Empirical evidence from a region-within-country economy context
A O’Cass, LV Ngo, N Heirati
Australasian Marketing Journal 20 (3), 224–233, 2012
192012
Unlocking solution provision competence in knowledge-intensive business service firms
V Siahtiri, N Heirati, A O'Cass
Industrial Marketing Management, 2020
162020
Achieving ambidexterity across multiple organisational levels and functional areas: synchronising the development and marketing of firms' new and established products
N Heirati
University of Tasmania, 2012
62012
Organization Architecture Configurations for Successful Servitization
N Heirati, A Leischnig, S Henneberg
Journal of Service Research, 2023
42023
Mastering the complementarity between marketing mix, brand management, customer relationship management capabilities to enhance new product performance
A O'Cass, N Heirati
Journal of Business and Industrial Marketing, 2015
32015
How to create a digitalisation strategy that works
M Zaki, F McLeay, S Henneberg, N Heirati, A Leischnig
University of Cambridge, Institute of Manufacturing, 2021
12021
The evolution of business relationships between technology-intensive new ventures and incumbents during the new product development process
MA Bahreini, AM Dehkordi, N Heirati, MR Meigounpoory
International Journal of Innovation Management, 2018
1*2018
Shaping Customer Experience through the Service, Communication, and Usage Encounters
J Dzenkovska, N Heirati, K Schoefer, F Lemke
Academy of Marketing, 2016
12016
WHEN DO CUSTOMER PARTICIPATION AND SUPPLIER COLLABORATION HELP B2B SERVICE FIRMS OFFER SUPERIOR PERFORMANCE VALUE AND RELATIONAL VALUE?
N Heirati, A O’Cass, K Schoefer
Global Marketing Conference, 2028-2035, 2014
12014
The system can't perform the operation now. Try again later.
Articles 1–20