论企业社会责任:一种可持续增长的价值观

随着中国经济的快速发展,环境恶化、资源紧缺、弱势群体等问题日渐凸显出来,企业社会责任成为社会关注的焦点。但是,理论界和实务界有将"企业社会责任"片面地理解为"企业或有责任"的倾向,这不利于企业社会责任观念接受和推行。社会责任不仅是一种责任,而是一种可持续增长的价值观念,企业在管理中全面履行社会责任,不仅能够得到社会资金的支持,而且能够为企业利益相关者持续创造财富。     

The structure of sustainability research in marketing, 1958–2008: a basis for future research opportunities

Recent changes in the business environment have prompted marketing scholars to pay particular attention to sustainability as a topic of inquiry. Despite the progress made in the study of sustainability, there is a paucity of research on the topic in premier marketing journals. To address this issue, we focus on marketing-related journals and assess the intellectual structure of sustainability research in detail. Drawing on social network theory, we perform an extensive co-citation analysis using multidimensional scaling to examine 76,342 citations made in 1,320 sustainability-focused articles from 36 journals over 51 years (1958–2008). This study specifies that the topics of citizenship behavior, stakeholder theory, corporate performance, and the triple bottom line are integral sustainability research areas. In addition, the results indicate five required topics for examining sustainability in the marketing context: external-internal focus, social-environmental emphasis, legal-ethical-discretionary intent, marketing assets, and financial performance. Supported by the capabilities-based resource perspective, the sustainability-focused typology and framework advanced provide directed structure for future research.     

会计社会责任探究

企业社会责任成为诸多专家学者的研究焦点,企业作为经济活动的载体,承担着社会责任,会计在披露企业社会责任中扮演着越来越重要的角色,会计人员提供的会计信息质量,直接关系到相关利益者的经济利益以及社会资源的有效配置。基于此种原因,本文着重探讨会计社会责任的一些基本问题。     

Market-oriented sustainability: a conceptual framework and propositions

Utilizing Resource-Advantage Theory as the underlying theoretical foundation and drawing on literature from a variety of disciplines, we develop a market-oriented sustainability framework. By incorporating sustainability into market orientation, the goal of strategic alignment of sustainability with marketing strategies is achieved to create a competitive advantage. Three constructs identified in the model are DNA, stakeholder involvement, and performance management. These three constructs are the drivers of sustainability. DNA is used as an extended metaphor to clarify and illustrate the workings of an organization and how sustainability may be implemented. This construct includes core ideology, dynamic capabilities, and societal engagement. The firm’s DNA is communicated to both internal and external stakeholders, and stakeholders’ concerns should be an influence on strategic marketing planning. Performance management is the third major construct in the model and includes corporate social performance and corporate financial performance metrics. Within the model explication, we offer propositions to support market-oriented sustainability research and provide directions for sustainability theory, research, and practice.     

Demand and supply integration: a conceptual framework of value creation through knowledge management

Strategy identifies two primary sets of processes through which the firm creates value for its customers by moving goods and information through marketing channels: demand-focused and supply-focused processes. Historically, firms have invested resources to develop a core differential advantage in one or other of these areas—but rarely in both—often resulting in mismatches between demand (what customers want) and supply (what is available in the marketplace). This paper suggests that successfully managing the supply chain to create customer value requires extensive integration between demand-focused processes and supply-focused processes that is based on a foundation of value creation through intraorganizational knowledge management. Integrating demand and supply processes helps firms prioritize and ensure fulfillment based upon the shared generation, dissemination, interpretation and application of real-time customer demand as well as ongoing supply capacity constraints. We draw upon literature in marketing, logistics, supply chain management and strategy to introduce a conceptual framework of demand and supply integration (DSI). We also offer insights for managerial practice and an agenda for future research in the relatively under-researched, but strategically important, area of demand and supply integration.     

Does marketing and sales integration always pay off? Evidence from a social capital perspective

Building on social capital theory, we view the marketing and sales interface as a set of inter-group ties and investigate how cross-functional relationships may facilitate the development of social capital associated with value creation. Our findings suggest that social capital embedded in marketing and sales relationships can inhibit a firm’s performance depending on the characteristics of its customers. Our results also demonstrate that managing the marketing and sales interface at different levels of customer concentration is critical to the success of a firm’s performance.     

Building corporate associations: Consumer attributions for corporate socially responsible programs

Corporate social responsibility (CSR) is often used as a key criterion in gauging corporate reputation. This research examined the influence of consumers’ attributions on corporate outcomes in response to CSR. Researchers and managers have considered consumers’ beliefs about CSR initiatives to be simplistic, serving either economic ends or reflecting sincere social concerns. The results of two studies established that consumers’ attributions were more complex than traditionally viewed, mirroring many of the motives ascribed to companies by managers and researchers. Rather than viewing corporate efforts along a self- or other-centered continuum, consumers differentiated four types of motives: self-centered motives that are strategic and egoistic and other-centered motives that are values driven and stakeholder driven. Consumers responded most positively to CSR efforts they judged as values driven and strategic while responding negatively to efforts perceived as stakeholder driven or egoistic. Attributions were shown to affect purchase intent as well as mediate the structure of an offer. Pam Scholder Ellen (pellen@gsu.edu) is an associate professor of marketing at the Robinson College of Business at Georgia State University. Her research focuses on perceptual biases in the way consumers respond to marketplace offers, particularly in the public policy arena. In addition to theJournal of the Academy of Marketing Science, her research has been published in theJournal of Consumer Research, theJournal of Public Policy & Marketing, theJournal of Consumer Affairs, and theJournal of Retailing. Deborah J. Webb (dwebb@westga.edu) is an assistant professor of marketing at the Richards College of Business at the University of West Georgia. Her research interests include consumers’ responses to prosocial corporate behaviors, marketing and society issues, and donation behavior. Her research has been published in theJournal of the Academy of Marketing Science, theJournal of Retailing, theJournal of Public Policy & Marketing, theJournal of Consumer Affairs, andMarketing Education Review, among others. Lois A. Mohr is a retired associate professor of marketing from the Robinson College of Business at Georgia State University. Her research interests focus on consumer responses to corporate social responsibility and services marketing. She has published in theJournal of Marketing, theJournal of Retailing, theJournal ofBusiness Research, the Journal of Public Policy & Marketing, theJournal of Consumer Affairs, and theJournal of Services Marketing.     

Relationship marketing of services—growing interest,emerging perspectives

Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research. The impetus for its development has come from the maturing of services marketing with the emphasis on quality, increased recognition of potential benefits for the firm and the customer, and technological advances. Accelerating interest and active research are extending the concept to incorporate newer, more sophisticated viewpoints. Emerging perspectives explored here include targeting profitable customers, using the strongest possible strategies for customer bonding, marketing to employees and other stakeholders, and building trust as a marketing tool. Although relationship marketing is developing, more research is needed before it reaches maturity. A baker’s dozen of researchable questions suggests some future directions. holds the J. C. Penney Chair of Retailing Studies, is a professor of Marketing, and is director of the Center for Retailing Studies at Texas A&M University. He is a former national president of the American Marketing Association. His research interests are services marketing, service quality, and retailing strategy. He has published numerous journal articles and books, includingDelivering Quality Service: Balancing Customer Perceptions and Expectations (Free Press, 1990),Marketing Services: Competing Through Quality (Free Press, 1991), andOn Great Service: A Framework for Action (Free Press, 1995).     

Green marketing strategies: an examination of stakeholders and the opportunities they present

As green marketing strategies become increasingly more important to firms adhering to a triple-bottom line performance evaluation, the present research seeks to better understand the role of “green” as a marketing strategy. Through an integration of the marketing, management, and operations literatures, an investigative framework is generated that identifies the various stakeholders potentially impacted through the environmentally friendly efforts of a firm. Specifically, the inter-connected nature of the core business disciplines of marketing, management (both strategy and human resources), and operations are examined as controllable functions within an organization from which strategies can be enacted to affect a firm’s stakeholders. The prior research in these areas is examined to identify potential research opportunities in marketing while also offering a series of representative research questions that can help guide future research in marketing.     

The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy

Marketing’s evolution toward a new dominant logic requires the focus of marketing to be on the intangible, dynamic, operant resources that are at the heart of competitive advantage and performance. First, building on resource-advantage theory’s notion of basic resources and higher-order resources, this article proposes a hierarchy of basic, composite, and interconnected operant resources. Second, reviewing research on business strategy and marketing strategy, several resources that correspond to the proposed hierarchy are identified and discussed. Third, the notion of developing masterful operant resources is introduced. Fourth, based on the proposed hierarchy and the notion of masterful operant resources, some exemplars of potential research avenues for marketing strategy are provided. Finally, the article concludes with the discussion of implications for marketing practitioners, researchers, and educators. In sum, this article extends and elaborates the concept of operant resources in the service-dominant logic of marketing.     

The perceived importance of ethics and social responsibility on organizational effectiveness: A survey of marketers

A necessary but insufficient condition for marketers to act ethically and be socially responsible is that they must perceive ethics and social responsibility to be important. However, little is known about marketers’ perceptions regarding the importance of ethics and social responsibility components of business decisions. The objectives of this study are (1)to assess the marketing practitioners’ perceptions regarding the importance of ethics and social responsibility in achieving organizational effectiveness, and (2) to analyze the relative influences of selected personal characteristics and organizational factors underlying a marketer’s perceived importance of ethics and social responsibility. The results from a mail survey of American Marketing Association members indicate that the marketers generally believe that ethics and social responsibility are important components of organizational effectiveness. The results partly indicate that there is a positive relationship between a marketer’s corporate ethical values and his or her perceptions regarding the importance of ethics and social responsibility. The results also indicate that the marketers’ perceptions regarding ethics and social responsibility can be explained by idealism and relativism. He has also served on the marketing faculty at Thammasat University, Thailand. He received his Ph.D. from the University of Mississippi. His research focusing on marketing ethics and social responsibility has been published inJournal of the Academy of Marketing Science, Journal of Business Ethics, Journal of Macromarketing, Journal of Personal Selling & Sales Management, Journal of Public Policy & Marketing, and elsewhere. He received his D.B.A. in management from the University of Maryland. His work on business ethics, organizational design, and strategic planning has been published inAcademy of Management Review, American Business Review, andJournal of Business Ethics. His current research interest centers on the measurement of moral intensity. He received his Ph.D. from Texas Tech University. His work has appeared inJournal of the Academy of Marketing Science, Journal of Business Ethics, Journal of Business Research, Journal of Macromarketing, Journal of Personal Selling & Sales Management, Research in Marketing, and elsewhere. He received his Ph.D. in marketing from the University of Mississippi. His research has been published inJournal of the Academy of Marketing Science, Journal of Business Ethics, Journal of Pharmaceutical Marketing and Management, Journal of Social and Administrative Pharmacy, and elsewhere. His research interests include marketing ethics, health care marketing, international marketing, and direct marketing.     

Achieving relationship marketing effectiveness in business-to-business exchanges

Relationship marketing research and practice operate according to the paradigm that firms should invest in relationship marketing to build better relationships, which will generate improved financial performance. However, findings that relationship marketing efforts vary in their effectiveness across customers and may even be detrimental to performance challenge this belief. This article, therefore, offers a theoretical model that addresses three key issues: 1) what factors determine a customer’s need for relational governance (relationship orientation); 2) what mediating mechanism captures the negative effects of relationship marketing on performance (exchange inefficiency); and 3) how does a customer’s relationship orientation determine the effectiveness of relationship marketing, thus allowing for effective segmentation. The authors demonstrate in an empirical study that the trust in the salesperson and exchange inefficiency both mediate the effect of relationship marketing on seller financial outcomes. In addition, customers’ relationship orientation moderates the impact of relationship marketing on both trust and exchange inefficiency.     

浅谈体验营销和其三种体验模式

体验营销是一种全新的营销理念和营销模式,它的产生给市场营销带来了深远的影响。体验营销与传统营销相比具有自身鲜明的特点。体验营销是企业通过向顾客提供各种体验来提高经营绩效,企业要关注体验营销这种新的营销思维方式。     

Escalation bias: Does it extend to marketing?

Escalation bias implies that managers favor reinvestments in projects that are doing poorly over those doing well. We tested this implication in a marketing context by conducting experiments on advertising and product-design decisions. Each situation was varied to reflect either a long-term or a short-term decision. Besides these four conditions, we conducted three replications. We found little evidence of escalation bias by 365 subjects in the seven experimental comparisons. J. Scott Armstrong has been a professor at The Wharton School since 1968. During this time he has also been a visiting professor in Sweden, Switzerland, Thailand, Australia, New Zealand, and Argentina. He is a founder and past editor of the Journal of Forecasting and the International Journal of Forecasting. In addition to forecasting, he has published research on strategic planning, the scientific method, social responsibility, and survey research methods. holds an M.Sc. (Technology Management) and B.Comm. (Marketing) from the University of Saskatchewan, Canada. Nicole’s dissertation research focuses on the internationalization process of software developers. In particular, she examines “deviations” in international linkage development by small firms, with a focus on marketing management issues. Her other research interests relate to entrepreneurial growth, the marketing/manufacturing interface, and strategic planning processes. Barbara Safranek worked as a marketing consultant in Japan and was then co-president of the Friends of Japan (Tokyo, Japan) for three years. Currently she is vice-president of Japanese Equities-Sales at S.G. Warburg & Co.     

The invisible backhand or the “New marketing concept” must be turning Adam Smith in his grave

The drive to enlarge the marketing concept to embrance non-profit organizations has drawn attention to the tools and techniques of marketing at the expense of an appreciation for marketing’s function in the business world. This paper calls for a renewed awareness of the central role of profits, particularly with respect to social responsibility concerns. Many actions by business labelled as socially responsible are merely the result of enlightened profit motivation. Those actions which sacrifice long run profit for social action are seen as being beyond the purview of the business enterprise.     

An exploration of rule configuration effects on the ethical decision processes of advertising professionals

This study explores the ethical perceptions of advertising professionals regarding two child-oriented television advertising issues: deceptive messages and host selling. Differences in ethical evaluative and decision processes are investigated for both issues, using two evaluative rules. The results indicate that variations in advertisers’ ethical judgments and ethical intentions are affected by the type of rule(s) used during the evaluative process, and by the degree to which the rules are embraced. The article concludes with recommendations for advertising management and implications for future research. She graduated with honors in 1989 from Mississippi State University with a D.B.A. in marketing. She has practical experience in marketing research and her research interests are ethics and social responsibility, and professional services marketing. He received his Ph.D. in marketing from Michigan State University in 1980. He is the coauthor of two books on business ethics and has contributed numerous articles on ethics to various academic and applied business journals. He received his D.B.A. in marketing from Louisiana State University in 1969. He has coauthored two books on business ethics and has published articles on ethics in marketing journals. He is a frequent lecturer on business ethics. She graduated in 1990 from Mississippi State University with a D.B.A. in management. Her research interests are business ethics and student ethics, and corporate social responsibility.     

Integrating marketing and information services functions: a complementarity and competence perspective

Integrating two disparate functions in organizations—marketing and information services (IS)—has become a critical business concern due to the increasing use of information technology (IT) to find and open new markets, deliver improved services to customers, and streamline internal marketing processes. This study appears to be the first to empirically examine the dynamics of bringing these distinct groups of specialists together. We investigate potential antecedents, consequences, and contingencies of IS-marketing integration, drawing on theories of complementarity and competence. Through a survey of IS and marketing executives, we learn that integration is facilitated by trust between the two functions and the interaction between IT strategic intent and customer orientation; it is impeded by a gap in top management knowledge of IT versus marketing. We also find that integration fosters the much-coveted capabilities of developing and introducing innovations (innovativeness) as well as responding flexibly, swiftly, and adroitly to opportunities (strategic responsiveness). Additionally, we determine integration is bounded by market dynamism. In sum, integration between marketing and IS can be enhanced via managerial efforts, and the relationship is profoundly beneficial to businesses.     

The impact of technology on the quality-value-loyalty chain: A research agenda

In this article, the authors first propose a simple model summarizing the key drivers of customer loyalty. Then, on the basis of this model and drawing on key insights from the preceding articles in this issue, they outline a set of issues for further research related to the quality-value-loyalty chain. Next, the authors develop a conceptual framework that integrates the quality-value-loyalty chain with the “pyramid model,” which emphasizes the increasing importance of technology-customer, technology-employee, and technology-company linkages in serving customers. Using this integrated framework as a spring-board, they identify a number of avenues for additional inquiry pertaining to the three types of linkages. A. Parasuraman (D.B.A, Indiana University) is a professor and holder of the James W. McLamore Chair in Marketing at the University of Miami. He teaches and does research in services marketing, service-quality measurement, and the role of technology in marketing to and serving customers. He has received many distinguished teaching and research awards, including, most recently, the “Career Contributions to the Services Discipline Award” given by the American Marketing Association's (AMA) SERVSIG. He has written numerous articles in journals such as theJournal of Marketing, theJournal of Marketing Research, theJournal of Retailing, andSloan Management Review. He is the author of a marketing research text and coauthor of two books on service quality and services marketing. In addition to being the editor of theJournal of the Academy of Marketing Science (JAMS), he serves on the editorial review boards of five other journals. Dhruv Grewal (Ph.D., Virginia Tech) is Interim-Chair and a professor of marketing at the University of Miami. He has published more than 40 articles in journals such as theJournal of Marketing, theJournal of Consumer Research, theJournal of Marketing Research, theJournal of the Academy of Marketing Science, and theJournal of Retailing. His research interests focus on retailing, pricing, international marketing, and consumer behavior issues. He currently serves on the editorial review boards of theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of Retailing, and theJournal of Public Policy & Marketing. He has won awards for both his teaching and research. He has coedited a special issue of theJournal of Public Policy & Marketing and of theJournal of Retailing. He was recently elected to the AMA Academic Council—VP Research and Conferences (1999–2001). He is currently writing a book onMarketing Research (publisher: Houghton Mifflin).     

Strategic marketing and marketing strategy: domain,definition, fundamental issues and foundational premises

This paper proposes a domain statement for strategic marketing as a field of study and delineates certain issues fundamental to the field. It also proposes a definition for marketing strategy, the focal organizational strategy construct of the field, and enumerates a number of foundational premises of marketing strategy. The domain of strategic marketing is viewed as encompassing the study of organizational, inter-organizational and environmental phenomena concerned with (1) the behavior of organizations in the marketplace in their interactions with consumers, customers, competitors and other external constituencies, in the context of creation, communication and delivery of products that offer value to customers in exchanges with organizations, and (2) the general management responsibilities associated with the boundary spanning role of the marketing function in organizations. At the broadest level, marketing strategy can be defined as an organization’s integrated pattern of decisions that specify its crucial choices concerning products, markets, marketing activities and marketing resources in the creation, communication and/or delivery of products that offer value to customers in exchanges with the organization and thereby enables the organization to achieve specific objectives. Chief among the issues that are fundamental to strategic marketing as a field of study are the questions of how the marketing strategy of a business is influenced by demand side factors and supply side factors.