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 Journal of Business & Industrial Marketing
The heart in organizational buying: marketers’ understanding of emotions and decision-making of buyers
Elyria A. Kemp, Aberdeen Leila Borders, Nwamaka A. Anaza, Wesley J. Johnston,
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 The heart in organizational buying: marketers’
understanding of emotions and
decision-making of buyers
Elyria A. Kemp
Department of Management and Marketing, University of New Orleans, New Orleans, Louisiana, USA
Aberdeen Leila Borders
Department of Marketing and Professional Sales, Kennesaw State University, Kennesaw, Georgia, USA
Nwamaka A. Anaza
Department of Marketing, Southern Illinois University Carbondale, Carbondale, Illinois, USA, and
Wesley J. Johnston
Downloaded by University of New Orleans, Doctor Elyria Kemp At 14:09 21 February 2018 (PT)

Department of Marketing, Georgia State University, Atlanta, Georgia, USA

Abstract
Purpose – Organizational buying behavior has often been treated as a rational activity, even though humans are involved in the decision-making.
Human decision-making often includes a complex cadre of emotions and rationalizations. Subsequently, organizational buyers may not only be
driven by logic, testing and facts, but also by emotions. The purpose of this paper is to investigate the role that emotions play in organizational
buying behavior.
Design/methodology/approach – In-depth interviews were conducted with marketing decision-makers for one of the most valuable brands in
the world. The role that emotions play in the behavior of organizational buyers is elucidated from the perspective of these marketing
professionals.
Findings – Emotions are prevalent at all stages in the organizational decision-making process and various discrete emotions fuel action tendencies
among buyers. Efforts are made by marketers to strategically manage the emotions buyers experience.
Practical implications – Although organizational buyers must see the functional value of a product or brand, companies need to consider ways in
which brands can connect with buyers on an emotional and personal level.
Originality/value – This paper contributes to the literature by offering insights into which discrete or specific emotions are most prominent in
organizational buying behavior and how the manifestation of these emotions impact decision-making at each stage in the buying cycle.
Keywords Decision-making, Emotions, Brands, Selling, Social media, Organizational buying behavior
Paper type Research paper

Convention suggests that individuals are often driven by
emotions to purchase consumer products (Richins, 1997;
Raghunathan; et al., 2006). However, organizational buying
behavior has often been treated as a rational activity (Patti et al.,
1991), even though humans are involved in the decision-
making. Human decision-making often includes a complex
cadre of emotions and rationalizations. Subsequently,
organizational buyers may not only be driven by logic, testing
and facts, but also by emotions (Bagozzi, 2006). These
emotions are inherent in connections created through
customer–brand relationships as well as salesperson interactions
(Singh and Venugopal, 2015).
Industry research shows that many organizational buyers
possess a personal connection to business-to-business (B2B)
The current issue and full text archive of this journal is available on
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Journal of Business & Industrial Marketing
33/1 (2018) 19–28
© Emerald Publishing Limited [ISSN 0885-8624]
[DOI 10.1108/JBIM-06-2017-0129]
brands (Corporate Executive Board Company, 2013). The
data indicate that buyers with strong personal connections to
B2B brands have higher rates of consideration, purchase and
are less price sensitive (Corporate Executive Board
Company, 2013). A strong personal connection may be
integral in the organizational buying decision-making process
because perceived risks are often high. For example, if a
purchase is not successful, then time and credibility may be
lost, and in some circumstances, the possibility of job loss
may be imminent.
Although organizational buyers must see the functional value
of a product or brand, companies need to consider ways in
which brands can connect with buyers on an emotional and
personal level. The academic literature has provided limited
insight on the role of emotions in organizational buying
(Bagozzi, 2006; Kemp et al., 2013; Kidwell et al., 2007). As
suggested by Kadic-Maglajlic et al. (2016), Borg and Johnston
(2013) and Guo and Ng (2012), emotions have a strong
influence on buyer–seller relationships and can lead to specific
Received 1 June 2017
Accepted 8 August 2017

19
 The heart in organizational buying
Elyria A. Kemp et al.
selling behaviors. In terms of social media, B2B marketers must
be aware of content created by users, whether internal or
external, because this type of communication may be generated
and consumed on a much more personal, albeit emotional,
level than traditional mass communication media (Huotari
et al., 2015; Lee, 2013). For example, YouTube videos,
Twitters and blogs generate both positive and negative
emotions that can influence sellers, as well as buyers. Guidance
and direction is needed in understanding what emotions are
experienced in the buying cycle and how these emotions impact
decision-making. This research attempts to address the dearth
of literature regarding the influence of emotions on
organizational buying. In this investigation, in-depth interviews
were conducted with marketing decision-makers for one of the
most valuable brands in the world. The role that emotions play
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in the behavior of organizational buyers is elucidated from the
perspective of these marketing professionals.
This research contributes to the literature by offering insights
into which discrete or specific emotions are most prominent in
organizational buying behavior and how the manifestation of
these emotions impact decision-making at each stage in the
buying cycle. This study addresses these phenomena by using
an evolutionary approach to the study of emotions, which
suggests that various discrete or specific emotions lead to
different outcomes and decision-making. In addition, this
research highlights how marketing decision-makers must work
to manage a buyer’s emotions throughout the buying cycle.
The managing of emotions throughout the decision-making
process requires proactive affect regulation.
The research that follows is organized accordingly. First,
an overview as well as the theoretical underpinning of
emotions and emotion management in decision-making is
addressed. Next, insight from open-ended, structured
interviews conducted with marketing decision-makers is
presented. Then, prominent themes that emerged from the
interviews are offered as insight into how emotions impact
the organizational decision-making process. Finally,
recommendations are put forth as to how emotions might be
managed throughout the decision-making process and how
companies can work to connect with buyers on an emotional
and personal level.
Overview
Researchers have developed a host of models and frameworks to
explain factors that influence organizational buying behavior
(Moller, 1985; Webster, 1995). Central to many of these
findings is the conventional and generally accepted wisdom that
views organizational buying as a rational, cognitive and highly
objective process driven mainly by logic and not emotions (Patti
et al., 1991; Webster, 1995). The complexity, length, cost and
scale of organizational buying tends to give credence to this
argument, which says that business buyers are purely rational
thinkers. Unlike individual buying in consumer markets,
organizational buying tends to involve larger purchases, greater
expense ratios, lengthier negotiations, customized products,
contractual complexities and more involved stakeholders
(Lilien, 1987). Researchers and practitioners alike have
historically contended that the intricacies involved in the scope,
size and cost of such buying makes it a serious matter that
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Journal of Business & Industrial Marketing
Volume 33 · Number 1 · 2018 · 19–28
requires rational decision-makers developing and executing
well-thought-out heuristic plans that functionally benefit the
firm.
However, recent research is challenging this premise as
restrictive and myopic. Arguments are being presented about
the role of emotions in inter-firm relationships. A review of the
B2B literature on emotions, as presented in Table I, reveals that
emotions do influence buyer–seller relationships in business
markets (Andersen and Kumar, 2006; Tähtinen and Blois,
2011; Vidal, 2014), and many of these researchers have made
calls for more research on the role of emotions in business
environments (Bagozzi, 2006; Lynch and De Chernatony,
2004). Interestingly, support for emotions in B2B marketing
has come from marketing communications, which cites a
growing number of B2B advertising using emotion-based
themes (Cutler and Javalgi, 1994; Swani et al., 2014).
According to Lord and Gupta (2010), emotional content has
the potential to increase brand awareness and positive brand
attitudes.
Although both positive and negative emotions are
increasingly being studied in personal selling (Verbeke and
Bagozzi, 2002; Verbeke et al., 2004), existing research has not
fully examined the role of emotions as well as the type of
emotions which might be experienced by buyers in the B2B
process. The purpose of this research is to explore which
specific emotions might manifest in organizational decision-
making and how marketers can work to manage those
emotions.
Conceptual background
Discrete emotions
Research suggests that emotions play a crucial role in the
formation of attitudes and judgments as well as consumers’
behavioral reactions toward products (Bakalash and Riemer,
2013; Edell and Burke, 1987). Examining specific emotions
has garnered interest among consumer researchers. Emotions
such as amusement, sadness and anger often result in distinct
meaning and appraisals of an individual’s environment and,
thus, may impact choice and decision-making differently
(Lerner and Keltner, 2000). Emotions theorists that subscribe
to the evolutionary theoretical approach to emotions define
emotions as complex, fitness-enhancing responses to adaptive
problems (Ekman, 1992; Plutchik, 1980). This approach
suggests that specific emotions can lead to different outcomes
through various mechanisms. Emotions are viewed as
superordinate neural programs, which activate cognitive and
motivational subroutines that facilitate adaptive behavior in the
face of opportunity or threat (Griskevicius et al., 2009). Once
an emotional system is activated, it promotes unique
perceptions, cognitions and behaviors aimed at solving
the adaptive problem. Thus, emotions can elicit action
tendencies or states of readiness (Frijda, 1986) as well as
different assessments or appraisals of one’s environment
(Lazarus, 1991; Smith and Ellsworth, 1985). For example, the
fear system promotes adaptive action in the face of imminent
danger, while the anger system elicits attack motives (Öhman
and Mineka, 2003).
Applying an evolutionary approach to emotions has
implications for organizational purchase behavior. As indicated
 The heart in organizational buying Journal of Business & Industrial Marketing
Elyria A. Kemp et al. Volume 33 · Number 1 · 2018 · 19–28

Table I The role of emotions in B2B relationships

Articles Study’s intent and conclusions
Andersen and Kumar (2006) Develops a conceptual model and propositions exploring the influence of emotions in buyer–seller
relationships. Suggestions are presented
Bagozzi (2006) Reviews studies on the self-regulation of salesperson–customer interactions. Argues that interactions,
as well as the needs that arise from inter-firm and interpersonal relationships, involve the self-regulation
of emotions. Calls for more research application explaining the role of emotions in self-regulating
salesperson–buyer interactions in B2B relationships
Bagozzi et al. (2016)* Examines the role of self-conscious emotion in personal selling (pride) on performance. Findings
demonstrate that greater felt pride increases salesperson extra role performance toward the company
and hard-working tendencies
Belschak et al. (2006)* Explores how salespeople deal with anxiety during sales calls and contact. Results show that task
concentration and sales perseverance act as coping mechanisms. These mechanisms are moderated by
strength of negative thoughts and felt physiological sensations
Erevelles and Fukawa (2013) Reviews existing studies on the role of positive and negative affect in personal selling and sales
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management and calls for more research on the topic

Kadi
c-Maglajli
c and Espinosa (2015)* Explores the relationship between the facilitating of emotions and salesperson performance. Found that
an extremeness of facilitating of emotion can reduce salesperson performance
Kiely (2005) Investigates how cargo frontline employees manage customer emotions along with their own emotions.
Much of the findings discuss the role of emotional labor and emotion work (autonomy and job
involvement) as positive outcomes for employees
Lynch and De Chernatony (2004) Discusses the role of emotions in B2B buying and proposes a conceptual model that balances the
functional and emotional values that should be communicated with B2B brands
Tähtinen and Blois (2011) Addresses which emotions are at play during problematic relationships and when the relationship is
recalled and how the emotions influence the development of problematic business relationships.
Problematic relationships induce stronger emotions since negative events cause stronger emotions than
positive events
Verbeke (1997)* Explores emotional contagion in sales by examining how the emotions of salespeople and customers
during sales interactions are transmitted between each other and how these emotions influence the
outcomes of the relationships. Findings address the pros and cons of salesperson emotional contagion
on performance and burnout
Verbeke et al. (2004)* Pride in personal selling is explored and the possibility of salesperson emotion self-regulation toward
colleagues and customers are addressed. Findings reveal that salesperson pride affects motivations,
selling strategies, effort and self-efficacy. Findings also show that emotional self-regulation through
feelings of fear, shame and regret is feasible
Vidal (2014) Explores reasons why buying firms retaliate against their suppliers after negative critical incidences.
Results show that organizational forces plus cognitive and emotional factors influence retaliation. Anger
was the only identified emotional predictor of retaliation in inter-firm relationships
Notes: *These studies focus on salesperson emotion and its transcended implied effects on customers; this review is not focused on emotional labor,
emotional intelligence, emotional wisdom or emotion work. These constructs are heavily observed from the salesperson’s perspective

previously, because humans are making decisions in an
organizational buying situation, emotions may be inherent in
some parts of the decision-making. As individuals experience
various emotions during the buying cycle, unique motivations
and behavior may result. For example, because an emotion
such as fear ignites behavior in the wake of a threatening
situation, fear may be a key motivator in seeking products and
services that mitigate a potential threat. Thus, understanding
the action tendencies and appraisals that specific emotions
elicit throughout the buying cycle might provide much insight
into the mechanics of B2B decision-making.
Affect regulation
A complex web of emotions may manifest during the B2B
decision-making process. Emotions experienced might be
positive (e.g. hope, excitement, pride) as well as negative (e.g.
fear, anxiety, frustration). However, throughout the decision-
making process, marketers might work to manage or regulate
the emotions experienced by potential buyers.
Emotion regulation involves the dampening, intensifying or
maintenance of an existing emotion (Lazarus, 1991; Gross
et al., 2006). Lazarus (1991) suggested that people try to
improve their emotional state when experiencing negative
emotions. Cialdini et al. (1973) developed the negative relief
model, which proposes that one can relieve negative affective
states by subjecting oneself to a positive reinforcing state.
Underwood et al. (1973) suggested that individuals can
alleviate negative moods by managing the emotion created by
the stressor, redefining the significance of the stressful event or
taking action to eliminate the stressful factor.
Thus, marketers might make conscious efforts to “down-
regulate” negative emotions that individuals might be
experiencing. For example, if individuals are feeling frustration

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 The heart in organizational buying
Elyria A. Kemp et al.
or anxiety during the decision-making process, then marketers
might make efforts to ameliorate such negative emotional
responses through their marketing communications efforts.
Moreover, companies can also make efforts to induce
positive emotions in potential buyers. Creating excitement,
hope and expectancy about a product offering can work in an
organization’s favor. Positive emotions can spur individuals to
action (Frederickson, 2001). Once positive emotions are
induced regarding a product offering, keeping the individual
excited and engaged about the product offering might also
enhance message processing of marketing communications
about the product. For example, the hedonic contingency
theory posits that individuals experiencing positive emotions
are often interested in sustaining their positive emotional state
and, as a result, will scrutinize the hedonic consequences of a
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particular action (Wegener and Petty, 1994). Wegener et al.
(1995) found that happy individuals engaged in significantly
more message processing than sad individuals when the
message was positive. Conversely, when the tone of
the message was negative, there was a significant reduction in
message processing for happy individuals. Hence, considering
the emotional consequences of marketing messages can have
implications for potential buyers.
Just as emotions play a role in consumer product purchase
decisions, they may also be an innate part of organizational
buying behavior. Therefore, considering the various discrete
emotions, which influence buying behavior, may be of special
import, as specific emotions may uniquely impact motivations
and behavior. In addition, managing and regulating the
emotions that individuals experience throughout the buying
cycle might be of consequence. This research investigates the
role that emotions play in the behavior of organizational buyers
from the perspective of marketing professionals. A description
of the study as well as its findings follows next.
Methodology
In this research, interviews were conducted with marketing
decision-makers to generate textual data for analysis at a Fortune
100 technology company who is one of the top global brands in
the world. Such an approach allowed for a discovery of marketing
managers’ thoughts and insights. In all, 12 marketing
professionals, all working in a B2B marketing and sales
environment, volunteered to be interviewed for this research
(Table II). Participants were contacted via email by both
individuals within the company and the authors of this research
using convenience sampling methodology. Years with the
company ranged from 2 years to 20 years. Ten females and two
males were interviewed. Each interview was of a semi-structured
nature where participants were asked open-ended questions
developed by the authors of this research. Interviews lasted
approximately 30-45 minutes and focused on narrative and
context related to the role of emotions in organizational decision-
making. All interviews were recorded and professionally
transcribed. Upon reading of the text, several themes consistently
emerged across participants’ interviews. In some cases,
participants were contacted for follow-up questions to clarify
meaning and garner additional information. After further
analysis, the authors arrived at a consensus regarding the
identification of meta-themes. Specifically, the narratives of the
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Journal of Business & Industrial Marketing
Volume 33 · Number 1 · 2018 · 19–28
interviewees uncovered some of the psychological nuances of
B2B decision-making and how emotions impact buying
behavior. One senior management marketing decision-maker
remarked:
We don’t have a lot of scientific research to back up a lot of the things I’m
saying, but just based on experiences we know that emotions are important.
It’s just kind of a different kind of emotion than what you might see on a
Procter & Gamble Olympics ad, it’s not a tear-jerking kind of emotion, but it
is emotions [. . .] You’re still talking about human beings who are doing the
buying and people react both emotionally and rationally no matter what. So
you can’t help but be influenced by emotion regardless of the type of
purchase. It may not be emotions that you would expect with a consumer
brand, but it would be emotions like confidence in doing a job well, in
knowing you’re buying the right products that are going to help your
business, confidence that your boss won’t be upset with the decision that
you’ve made. – Barbara
This same decision-maker noted that emotions are also
apparent in decision-making because individuals derive both
personal and professional value from the decisions they make:
[It also involves] Doing the right thing for your own career and getting
yourself ahead in your career and feeling like you’re being your best. –
Barbara
The experience of emotions during the decision-making
process can also be a motivating force. One decision-maker
addressed how emotions can be integral to fostering change:
From a business buying standpoint, competitors tend to really drive
emotional purchases. I know you’ve got to keep up – whether it be a
product, a solution, a target audience, a way to shape your messaging to a
particular audience. There’s emotions that drive going out to find out and
see what competitors are doing – whether in the headlines, the press, the
industry trade, in my networking group [. . .] [For example] I might be
feeling emotions due to competitive issues – I might believe that my
competitors are getting on board with something that I might be left behind
on (I’m not in the know, getting the latest trend, or something that can help
my business.) – Dorothy
Throughout the interviews, three prominent themes emerged
from the participants. First, interviewees discussed specific
emotions that predominate in B2B decision-making. Second,
they offered more detailed insight as to which emotions prevail
at each stage in the buying cycle. Finally, insights were offered
as to how efforts are made to proactively address and manage
these emotions, how collaboration occurs in marketing
initiatives and how success is measured. These themes are
illuminated through the thoughts and insights of the marketing
decision-makers interviewed.
Theme 1: Discrete emotions in B2B decision-making
Participants shared general consensus that emotions are
prevalent in the decision-making process. They were very
specific in citing specific emotions that potential buyers might
experience (Table III). One interviewee enumerated a myriad
of emotions that might manifest during decision-making.
Emotions were both positive and negative in nature:
[. . .] Depending on your personality type, either: timidity or courage. So
you’re either a timid decision maker or a courageous decision maker; or
pride and modesty, and again, that depends on the individual. So depending
how much you are driven by ego, caution and boldness, again, depending on
your personality type. Patience, nervousness, hope, and confusion may also
be emotions experienced. – Faye
As indicated previously, distinct meaning and appraisals of an
individual’s environment may impact choice and decision-
making differently. A positive emotion like intrigue and interest
can create the urge to explore as well as take in new
 The heart in organizational buying Journal of Business & Industrial Marketing
Elyria A. Kemp et al. Volume 33 · Number 1 · 2018 · 19–28

Table II Interview participants N = 12

Name Gender Area Years with company Management Team size
Barbara Female Advertising 20 Yes 65
Dorothy Female Advertising 12 No NA
Elizabeth Female Communications 6 No NA
Andrea Female Communications 5 No NA
Dawn Female Advertising 23 Yes 14
Tim Male Sales 36 NA NA
Faye Female Marketing 6 No NA
Stacy Female Marketing 19 No NA
Wanda Female Marketing 6 No NA
Ulysses Male Advertising 18 Yes 6
Nancy Female Events 36 Yes 4
Teresa Female Advertising 17 Yes 3
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Table III Emotions and actions reliability and integrity” (Morgan and Hunt, 1994, p. 23). The
presence of trust in a relationship encourages buyers to work at
Emotion Action tendencies cooperating with exchange partners, maintain a long-term
Interest Urges exploration orientation with partners and consider high-risk actions that
Excitement Inspires approach behaviors positively impact the relationship (Morgan and Hunt, 1994).
Hope Encourages goal-directed determination Trust can promote efficiency, productivity and effectiveness
Expectation Induces examination (Schwepker and Good, 2012). The marketing decision-makers
Joy Urges play and creativity shared their thoughts about the importance of trust in B2B
Pride Promotes self-achievement exchange relationships:
Trust Fosters confidence and relationship building Trust is the one emotion that will make you listen, at least to the brand [. . .]
Surprise Increases attention and awareness Maybe the entire decision will be based on trust. – Ulysses
Fear Induces hyper-alert behavior
Trust is a basic. When the brand is one that’s transparent and the brand is
Anxiety Promotes caution
one that’s authentic, I think that comes with an inherent sense of trust. –
Frustration May incite aggression Dawn
Regret Spurs action to repair or fix
Shame Encourages withdrawal and self-attachment I think the closer someone gets to making a final purchasing decision, the
more important emotions become [. . .] When you end up narrowing it down
to two or three vendors, I think at that point, there’s a big piece of the
decision making that’s just, “Do you think this vendor is trustworthy?” –
Nancy

information. One participant commented on the prevalence of
interest in the decision-making process:
In the beginning – awareness–emotions that are purely just intrigue – being
intrigued by the topic [are important]. You might be able to drive my
business forward. I think that’s something someone might consider. –
Dorothy
Several of the marketing decision-makers interviewed also cited
fear as an emotion commonly experienced. From an
evolutionary theoretical perspective, fear signals threat and
engages autonomic support for change (Levenson, 1994).
Although a negative emotion, fear can be an effective motivator
and impetus for change:
Big business has big problems. They have big things to solve, “don’t break
it,” “Can someone help me solve this problem and solve it fast?”[. . .] Fear
is an emotion that individuals [might] experience more so than others. –
Stacy
The [emotion] that occurs to me is [. . ..] fear, you know, “I don’t want to
make a mistake.” “I don’t want to look stupid in front of my boss.” –
Andrea
Another primary emotion that participants felt was an integral
part of the decision-making process was trust. Trust is defined
as “a willingness to rely on an exchange partner in whom one
has confidence” (Moorman et al., 1993, p. 82). It also involves
the perception of “confidence in the exchange partner’s
Before you bring something to the table, to the committee, and recommend
the purchase, you need to have a couple of things, emotionally, in place. One
is you want to be able to trust the vendor. There’s some sense of trust there
that you feel like this is a solid decision that you’re bringing to your peers. –
Wanda
Participants also felt that individuals want to derive personal
value from organizational decision-making situations. Personal
value includes professional characteristics related to being
perceived as a good leader, admiration from colleagues and a
feeling of achievement. Related to personal value, interviewees
cited pride as a prominent emotion that individuals hope to
experience:
Pride [is important], “I want to be the hero, if I do this well, everybody’s
going to look up to me.” – Tim
You want to feel proud, like this is a good opportunity for us [. . .] anytime
you bring some decision forward to the committee, you must have your
ducks in a row and be sure that this is a strong investment that you’re
recommending. – Wanda
Participants were all in accordance regarding how specific
emotions are experienced in B2B buying behavior. Identifying
these emotions can have special implications for motivation
and behavior. Participants then went on to discuss just how and
when these emotions might manifest at various stages in the
buying cycle.

23
 The heart in organizational buying Journal of Business & Industrial Marketing
Elyria A. Kemp et al. Volume 33 · Number 1 · 2018 · 19–28

Theme 2: Emotions in stages of buying cycle product type and specifications are defined, more rational,
The traditional B2B purchase decision model proposes eight cognitive decision-making may predominate (Table IV).
stages (Castleberry and Tanner, 2014). Those stages include: However, as the search process for suppliers gains momentum,
1 recognition of need; positive emotions (e.g. interest, surprise) and negative emotions
2 definition of the product needed; (anxiety and frustration) resurface. Finally, by the time
3 development of detailed specifications; proposals are analyzed and suppliers are selected, trust becomes
4 search for qualified suppliers; a central emotion and may even help to allay anxieties that
5 acquisition of analysis of proposals; individuals may experience. Buyers feel a sense of pride and
6 evaluation of proposals and selection of supplier; confidence as recommendations are made and accepted.
7 placing and receiving the order; and Finally, as the product or solution is evaluated and if it performs
8 evaluation of the product (Table IV). well, positive emotions like trust, pride and satisfaction may
Most interviewees suggested that specific emotions predominate prevail. However, if the product does not perform favorably,
throughout the B2B decision-making process and are present at cognitive dissonance, including frustration and disappointment
different stages during the buying cycle. may arise. One interviewee shared how emotions permeate the
Feedback from interview participants suggests that in the decision-making process. If the exchange is positive, then
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initial stage in the decision-making process, both positive and
negative emotions may manifest. Interest, excitement, hope
and expectation about a new product offering or need may
exist. However, fear and anxiety may serve as motivators in
initiating change. Participants discuss the emotions which may
prevail initially:
There are probably different types of emotions at every stage of the buying
process, so you might get people feeling kind of curious in the beginning;
and getting people to feel like, “What am I missing out on?” That fear of
missing out is a different kind of emotion, “Oh, I didn’t know [] did this. I’d
better understand it because I don’t want to miss out and do the wrong
thing.” And as you get more and more down the buying cycle, you feel you
can move towards getting around to creating confidence and empowerment.
I think there are emotions throughout the whole cycle, but I think they’re all
different. – Barbara
In the beginning stages is discovery [. . .] It’s fun because it’s actually the first
stage of the buying cycle [. . .] You are investigating and establishing
expectations of what the solution, or product, or service, could do for you.
Also, surprise in whether you’re not expecting a product to have the level of
capabilities or be able to provide you-, or solve problems you didn’t think
that it would, in one solution. – Faye
First you need to be excited about the potential. So whether it’s investing in
an event, or a sponsorship, or you’re purchasing something, it needs to make
sense to you logically, but also make you excited [. . .] When you get into
these purchase committee discussions, you want to be able to say, “Look,
our competitors are investing in XYZ types of things and we need to make
sure that we want to be there, because if we aren’t, then our competitors will
be there,” or, you know, “This is a really good opportunity, we don’t want to
pass this up, because if we do, then somebody else will get on it. –Wanda
Although emotions such as excitement, interest, surprise and
even fear and anxiety might be present in the initial stages of
decision-making, as buyers progress through the process where
companies hope that positive emotions will motivate buyers to
become advocates for the brand:
Emotion is part of the motivation that goes throughout the buying cycle,
perhaps [even] after the purchase is made. Emotions might be different, but
it’s that motivation that’s going to shape the type of journey [. . .] Let’s say
gaining awareness, all of the way through to actually making the decision to
buy. Once they implement, or begin to utilize a solution, those emotions
may fall away and now the focus is much different. The relationship
becomes one of advocacy in an ideal world. – Stacy
Theme 3: Marketing and emotions in B2B buying
behavior
The participants in this research discussed the various ways in
which they addressed the emotions buyers might experience.
Although not all processes were systematic, efforts were made
to manage some of the emotions individuals experienced
during the process. In addition, teams and departments often
collaborated to develop content and messaging; at times, the
successes of their efforts were evaluated.
Managing emotions
Affect regulation theory suggests that individuals often make
attempts to regulate or manage their own emotions. As
marketing decision-makers come to acknowledge that
emotions are inherent in organizational buying behavior, efforts
to strategically address some of the emotions experienced by
buyers might be enlisted. The marketing decision-makers who
participated in this research commented on the importance of
allaying negative emotions, including fear and anxiety as well as
fostering positive emotions such as excitement, trust, interest

Table IV Emotions in the buying cycle

Step 3: Step 5: Step 6: evaluation
Step 1: development acquisition of proposal and
recognition of Step 2: definition of of detailed Step 4: search and analysis selection of Step 7: placing and Step 8: evaluation
a need the product type specification for suppliers of proposals supplier receiving order of product
Interest Interest Interest Interest Interest Interest Trust Trust
Excitement Expectation Expectation Expectation Expectation Expectation Hope Pride
Hope Hope Anxiety Trust Expectation Joy
Expectation Surprise Frustration Anxiety Pride Regret
Surprise Anxiety Shame
Fear Frustration Frustration
Anxiety

24
 The heart in organizational buying
Elyria A. Kemp et al.
and hope. Such emotion regulation and management was
evident in their marketing communications efforts.
For example, the following participants addressed the
importance of assuaging fears and anxiety:
Our current brand platform is centered very much on cognitive solutions
and there’s historically a lot of concerns of folks thinking that the more and
more machines become intelligent, the more they potentially feel threatened
that they will lose their jobs and the machines will take over the world [. . .] I
think we’re very careful to talk about how it’s man and machine and not
machine replacing man. – Dawn
What we’re trying to do is put the perspective of the buyer first. So in doing
so, that means we’re creating marketing material that can address the fears
that they have, depending on what they most need depending on what job
roles they have and the issues that they’re addressing. So for example
security might address their fears, despair, and stress. I think those would be
addressed in trying to understand the problems that they’re having and then
how we meet with them and how we relate marketing materials to meet their
needs, expectations and hope. – Faye
Downloaded by University of New Orleans, Doctor Elyria Kemp At 14:09 21 February 2018 (PT)
Yes, so as a marketer, our narrative in campaigns may involve speaking to
those fears or emotions that pop up. For example, if you are an IT guy, we
want you to be the superhero. – Stacy
Further, one participant commented on the importance of
reassuring the buyer and how using humor might also help to
mitigate fear:
I think avoiding that “fear factor” and not trying to scare people [. . .]
focusing more on reassurance [. . .] pulling at the heartstrings can work, as
long as you’re not overly dramatic with it [. . .] I think that given the type of
decision that’s being made, and the amount of money that’s spent, the
number of people that it could affect, I just feel like people need to be
reassured that they are making the right decision for their company [. . .] In a
lot of the celebrity type spots that we’ve done, there’s been a touch of humor
that comes out. A lot of those spots have tested extremely well. – Teresa
Other decision-makers attested to the importance of
engendering positive emotions in marketing efforts. Building
trust and hope were cited by two participants as emotions that
might be intentionally induced:
Another way that we try to build a lot of credibility is to have clients speak at
our events and to share their experience versus somebody from our
company, “Oh, it works great!” The client’s saying, “We used it, and we
really liked it for this,” and even sharing some of the challenges they had
builds more credibility. – Nancy
Our biggest emotional bang for the buck in the healthcare area is imparting
hope–very uplifting. – Dorothy
Collaboration
In developing marketing materials and messaging for targeted
prospects and customers, participants emphasized how attempts
are made to collaborate among functional departments. Strategic
attention is actually given to try and communicate what
individuals should feel:
We definitely want to make sure that we’re connected [. . .] we share the
briefs with each other and we try and make the briefs more consistent, more
possible, or connect to each other where possible. So it’s not perfect and we
can always do better with the connection, but we do, in the actual briefing
process, we talk about, “What do we want the target audience to feel?” And
so we share those and we see what the [teams] are thinking about and what
we’re thinking about and try to make them as consistent or different if
necessary. – Barbara
However, some participants also indicated that although
intentions are to be inclusive and collaborative, such efforts are
not always possible:
We just had a workshop for Product Development Marketing and Sales.
We’re all in the room talking about how we were framing a specific offering
that we have. So periodically we have those types of sessions where we lay
the groundwork, but marketing is going at such a breakneck speed,
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Journal of Business & Industrial Marketing
Volume 33 · Number 1 · 2018 · 19–28
sometimes, because of speed and efficiency, we actually need to move, I
need to always have time to drive that collaborative decision making. –
Wanda
Measuring effectiveness
Participants indicated that measuring the effectiveness of their
marketing communications was always important. Key
performance indicators ranged from traditional metrics – such
as how many people were seeing the message – to how many
people were actually engaged enough to share the message with
others and advocate for the brand:
[Success] it’s very data driven. Just seeing any particular key performance
indicator, depending on the type of content or engagement that it is online,
“How much time does the person spend on the page?” Or, whether or not
that white paper was downloaded, or whether or not they were willing to
give their own contact information to us in exchange for a video, a snippet,
or what have you. – Stacy
Discussion
In an effort to draw attention to emotional buying responses
and fill preexisting research gaps, this study examined the
role of emotions in organizational buying behavior and
decision-making. In doing so, several important
contributions are made to the business marketing literature.
First, findings show that discrete emotions fuel action
tendencies among buyers (Table III). Specifically, discrete
positive and negative emotions directly stimulate buyers’
thought processes, motivations and behaviors. These
findings confirm recent industry reports, which elevate the
importance of emotions in business decision-making and
legitimize their role in contributing to personal value (Gyro,
2014). However, the exact execution of emotions in B2B
buying is not limited to establishing personal value, but also
reducing personal risks. Fear, anxiety, regret and frustration
were all prominent emotions reported in the findings of this
research that were linked to personal risk reduction.
Organizational buyers often fear making a mistake, not
remaining competitive and innovative, looking stupid,
losing their positions, failing to solve a problem and losing
trust.
Second, an important theme that emerged from this study
demonstrates that emotions drive organizational buying at
every stage of the buying process. This is in line with
Andersen and Kumar’s (2006) assertion, which states that
emotions in buyer–seller relationships emerge at multiple
levels of the relationship. This entails emotions that arise in
the initial stages, where a need is recognized, until the end
where buyers evaluate supplier performance and make
decisions regarding the future of the buyer–supplier
relationship. Accounts provided by participants indicate that
excitement is an emotion expressed early on in the buying
process, but declines soon after and eventually disappears as
buyers move through the buying process (Table IV). This
interestingly substantiates findings by the Corporate
Executive Board (CEB), who found that buyers experience
excitement during the initial stages of the buying process, but
their “excitement wanes over time” (Corporate Executive
Board Company, 2013, p. 10). As excitement wanes, the
findings reveal that it is replaced with a heightened sense of
expectation and interest during the product specification
stage.
 The heart in organizational buying
Elyria A. Kemp et al.
By the time supplier search begins, a mixture of positive
and negative emotions is felt and expressed, including hope,
surprise, anxiety and frustration. Once suppliers are
selected, the element of surprise gradually disappears and is
replaced with trust – established after a thorough vetting
process. Trust is a paramount feeling expressed and
observed at later stages of the buying process. This finding
corresponds to years of organizational research that have
repeatedly voiced the importance of building and
maintaining trust between buyers and sellers (Moorman
et al., 1993; Morgan and Hunt, 1994). The findings further
advance the notion that trust is critical in mitigating negative
emotions like fear and anxiety.
Which emotions are experienced at the conclusion of the
buying process will be predicated on the supplier’s actual
Downloaded by University of New Orleans, Doctor Elyria Kemp At 14:09 21 February 2018 (PT)
performance. Negative performances elicit regret and
frustration, while positive performances evoke trust, pride and
joy, as depicted in Table IV. Pride was found to be one of the
frequently expressed positive emotions associated with
accomplishing a goal successfully. Failure to meet such goals
can foster negative self-evaluating emotions of shame and
regret. This finding complements previous writings on the role
of pride in salesperson–customer interactions (Bagozzi, 2006;
Verbeke et al., 2004). Interestingly, this study supports and
extends existing B2B research on pride by contending that
buyers equally express positive (pride) and negative self-
conscious emotions (shame and regret) as a strong basis for
their decision-making.
Findings illustrate that emotions are prevalent at all stages
in the organizational decision-making process. As emotions
are involved in the entire buying process, messaging and
marketing actions that take into account individuals, should
remain a part of an organization’s marketing communications
strategy. These recommendations are consistent with those
offered by the Corporate Executive Board Company (2013).
According to the Corporate Executive Board Company
(2013), suppliers who use emotional messages to gain buyer
attention in the initial stages of need recognition, but change
to rational, business value-oriented messaging during the
vetting, evaluation and selection stages experience a
significant decline in purchase probability once they switch to
non-emotional messaging appeals. The present findings echo
a similar sentiment by suggesting the use of emotional
messaging throughout the buying process, particularly in the
middle stages where suppliers typically observe greater
declines in buying intentions. Successful exposure to
emotional messaging will require unique selling propositions
which address the buyer’s social and psychological
motivations.
This research also suggests that effectively helping potential
buyers manage emotions – whether it be inducing positive
emotions like excitement, or allaying negative emotions such as
fear and anxiety, can work in the organization’s favor. For
example, affect regulation theory suggests that individuals often
make proactive attempts to down regulate negative emotions. If
consumers experience fear, then a company can provide a
solution that helps to mitigate this negative emotion. Similarly,
if anxiety is experienced, then marketing communication
messages can be designed to assuage such uneasiness.
Developing reassuring emotional messaging that fosters
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Journal of Business & Industrial Marketing
Volume 33 · Number 1 · 2018 · 19–28
personal values of hope, support and success can stand out in a
marketplace where negative messaging focusing on product
functionality may dominate (e.g. tired of leaky gas tanks? – call
our salespeople).
Inducing excitement and interest can also yield positive
dividends. When individuals experience positive emotions
(i.e. happiness), research has demonstrated that message
processing might be enhanced because individuals are
interested in maintaining their positive mood. This can have
positive implications for the marketing communications that
fosters positive emotion. Deciding on which positive
emotions to evoke, however, will also depend on the buyer’s
stage in the buying cycle, the buyer–supplier relationship, the
buying situation type, product/service offering and corporate
culture. Table V summarizes suggestive marketing
techniques in mitigating negative emotions and promoting
positive emotions.
The findings from this research challenge previous
assumptions and arguments that organizational decision-
making is largely a rational process; however, it is not
without its limitations. Even though research participants
offered valuable insight into the role emotions play in the
decision-making process, they were from the selling
organization; interviewing individuals from buying
organizations would yield additional insight. Furthermore,
research participants were from a large global company and
performed different functions in marketing and information
technology; however, they were all from one company.
Future studies which examine the thoughts of decision-
makers from various types of companies and industries
might yield further insight. In addition, this study used an
interpretive and qualitative approach to the study of
emotions in organizational buying. Future studies might use
quantitative data to empirically validate the present
findings. Specifically, further research avenues might
involve examining how emotions influence loyalty, share of
wallet and post-purchase processes. Finally, measuring and
assessing emotions in an organizational process may present
challenges. Finding ways to assess feeling states among B2B
professionals would offer further insight into the study of
emotions in organizational environments.
Table V Marketing techniques for emotion management
Fear and anxiety Reassure in content and messaging
Use humor in messaging
Frustration Share helpful information and resources
Maintain regular contact
Regret Provide exceptional post-sales service support
Reinforce decision in content and messaging
Trust Use testimonials from previous customers in
content and messaging
Personalize messaging
Encourage joint value creation in
communications
Interest, excitement Offer innovative white papers
and expectation Provide free consultations
Pride Reinforce decision in content and messaging
 The heart in organizational buying
Elyria A. Kemp et al.
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Corresponding author
Aberdeen Leila Borders can be contacted at: aborder4@
kennesaw.edu