Purpose

The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception, evaluation and engagement of executives, managers and employees in business-to-business (B2B) companies during and after the COVID-19 pandemic. The proposed experience elements are perceived status, certainty, autonomy, relatedness and fairness. The authors demonstrate that all five elements are influential factors in B2B employees’ workplace environment during the COVID-19 pandemic. The authors outline several specific managerial implications and describe how companies can make better decisions related to several important market crisis decisions via a growth mindset built on the five experience elements. The authors also pay attention to implications to several B2B areas of research focus, including salesforce management and buying/supplier relationships.

Design/methodology/approach

The authors first examine existing B2B research to gauge if the five elements have been examined in B2B business contexts. They then analyze a combination of quantitative and qualitative survey data from 335 employees of different B2B companies to see if the five experience elements surface in discussion on how the pandemic has impacted their work experience and careers.

Findings

The authors find that several B2B research studies have looked at each of the individual components of the SCARF model, but none of them have yet included all five elements together in research or looked at them in the context of COVID-19. The results of analysis of surveys from employees in 335 B2B companies provide strong evidence that all five elements are influential factors in B2B employees workplace environment during the COVID-19 pandemic.

Originality/value

This study contributes to prior research focusing on how B2B companies can thrive during and after the COVID-19 pandemic. The research offers valuable practical insights and detailed examples of how to apply a set of five elements/experiences that industrial and business-to-business organization leaders should adopt in their conscious decision-making evaluation and in their communications with employees, suppliers and customers during and after the pandemic.

中文翻译：

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在市场危机期间和之后改善我们在商业营销中的领导和管理方式：感知状态、确定性、自主性、相关性和公平性的重要性

目的

本研究的目的是概述和调查神经科学研究中标记为 SCARF 的五个经验元素，这些元素可能会影响企业对企业 (B2B) 公司的高管、经理和员工的感知、评估和参与质量。在 COVID-19 大流行之后。建议的体验要素是感知状态、确定性、自主性、相关性和公平性。作者证明，在 COVID-19 大流行期间，所有五个要素都是 B2B 员工工作环境中的影响因素。作者概述了几个具体的管理影响，并描述了公司如何通过建立在五个经验要素上的成长心态，就几个重要的市场危机决策做出更好的决策。

设计/方法/方法

作者首先检查了现有的 B2B 研究，以衡量这五个要素是否已经在 B2B 业务环境中进行了检查。然后，他们分析了来自不同 B2B 公司的 335 名员工的定量和定性调查数据，以了解这五个经验要素是否会在讨论大流行如何影响他们的工作经验和职业时浮出水面。

发现

作者发现，一些 B2B 研究已经研究了 SCARF 模型的每个单独组成部分，但没有一个研究将所有五个元素都包括在研究中，也没有在 COVID-19 的背景下研究它们。对 335 家 B2B 公司员工的调查分析结果提供了强有力的证据，表明所有五个要素都是 COVID-19 大流行期间 B2B 员工工作环境的影响因素。

原创性/价值

这项研究有助于先前的研究，重点是 B2B 公司如何在 COVID-19 大流行期间和之后蓬勃发展。该研究提供了有价值的实用见解和详细示例，说明如何应用工业和企业对企业组织领导者在其有意识的决策评估以及与员工、供应商和客户的沟通中应采用的一组五个要素/经验。以及大流行之后。