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1.
Brian R. Chabowski Jeannette A. Mena Tracy L. Gonzalez-Padron 《Journal of the Academy of Marketing Science》2011,39(1):55-70
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. 相似文献
2.
Kelly D. Martin Jean L. Johnson Joseph J. French 《Journal of the Academy of Marketing Science》2011,39(4):574-591
Institutional theory implies that normative societal expectations create pressures for organizations to respond acceptably
to important institutional constituents. Although the role of the institutional environment on marketing has been studied,
the organizational mechanisms by which firms respond to societal pressures remain under-investigated. We suggest that an important
determining factor involves organizational identity, which drives firm response to societal norms and facilitates its quest
for legitimacy. Accordingly, this study contributes to organizational theory in marketing by casting identity as the focal
mechanism in the firm’s response to the institutional environment. Marketing ethics and CSR issues frame this research given
natural synergies with institutional and organizational identity theories and evidence that increasingly, firms must respond
to societal expectations involving ethics in their marketing practices. Using game theoretical models and economic experiments,
we find that the influence of the institutional environment emerges through firm identity, affecting resource allocation to
ethical product augmentation. 相似文献
3.
Daryl O. McKee Jeffery S. Conant P. Rajan Varadarajan Michael P. Mokwa 《Journal of the Academy of Marketing Science》1992,20(1):17-26
This study examines organizations that emphasize differing types of marketing skills. It is based on a national survey of
Health Maintenance Organizations. The organizations are first classified into groups based on their distinctive marketing
skill configurations. Six groups were identified. Next, differences between these organization types are examined with respect
to organization strategy, characteristics of the chief marketing executive, organizational environment, and performance. These
results suggest that more successful organizations develop particular constellations of marketing skills. The results generally
appear consistent with a social learning theory perspective on marketing skill development. 相似文献
4.
针对美国市场营销学会对营销概念的重新界定之弊端,本文以服务和关系营销为研究的逻辑起点,对一般意义上的营销概念进行了拓展,提出了新的营销定义。首先,对传统和新的营销概念进行深层次分析;其次,结合营销定义最重要的构成要素,对营销作为一项组织职能的拓展与延伸进行了探讨;最后,通过对上述命题的分析,将营销概念与承诺管理等概念进行耦合,阐述本文所提出的新营销概念的理论意义和现实意义。 相似文献
5.
Instituting the marketing concept in a multinational setting: The role of national culture 总被引:1,自引:0,他引:1
A growing concern among international marketing managers is how to increase the market orientation and thereby performance
of their transnational organizations. This study broaches this issue by investigating how the marketing concept, the heart
of the market orientation, may be established in a multinational setting and the effects of national culture on that process.
From a wide array of literature, the authors construct a theoretical framework and propositions on how global organizations
may transform this philosophy from an abstract platitude to an operational reality. Their findings suggest that the process
consists of complex, interdependent steps—interpretation, adoption, and implementation of the marketing concept. Cultural
values shape interpretation and facilitate or impede adoption and implementation. The overall framework and findings can be
used to guide institutionalization of the marketing concept across the organizational span, in particular by anticipating
culture-based reactions from international subsidiaries.
Cheryl Nakata is an assistant professor of marketing at the University of Illinois at Chicago and received her doctorate from the same
institution in 1997. Her work appears in theJournal of Marketing, Journal of International Business Studies, Journal of Product Innovation and Management, Marketing Science
Institute Working Paper Series, International Marketing Review, and other publications. Her primary interests are in global marketing and marketing management and strategy.
K. Sivakumar (Ph.D., Syracuse University, 1992) is the Arthur Tauck Professor of international marketing and logistics at Lehigh University.
His research interests include pricing, international marketing, and technology management. His research has been published
or is forthcoming in theJournal of the Academy of Marketing Science, International Marketing Review, Journal of Business Research, Journal of International
Business Studies, Journal of Marketing, Journal of Marketing Theory & Practice, Journal of Product Innovation Management,
Marketing Letters, Pricing Strategy & Practice, and other journals. He has won several awards for research and is on the editorial boards of six scholarly journals. 相似文献
6.
Extending the service-dominant logic: from customer centricity to balanced centricity 总被引:3,自引:0,他引:3
Evert Gummesson 《Journal of the Academy of Marketing Science》2008,36(1):15-17
This is a contribution to the reorientation of marketing. It aligns the service-dominant logic with other developments in
marketing and management. It claims that the marketing concept and customer-centricity are too limited as a foundation for
marketing and have not—and cannot—but partially be implemented in practice. It urges marketing scholars and educators to accept
the complexity of marketing and develop and teach a network-based stakeholder approach—balanced centricity—epitomized by the
concept of many-to-many marketing. 相似文献
7.
Sascha Alavi Johannes Habel Paolo Guenzi Jan Wieseke 《Journal of the Academy of Marketing Science》2018,46(4):703-724
Salespeople assume a key role in defending firms’ price levels in price negotiations with customers. The degree to which salespeople defend prices should critically depend upon their leaders’ influence. However, the influence of leadership on salespeople’s price defense behavior is barely understood, conceptually or empirically. Therefore, building on social learning theory, the authors propose that salespeople might adopt their leaders’ price defense behavior given a transformational leadership style. Furthermore, drawing on the contingency leadership perspective, the authors argue that this adoption fundamentally depends on three variables deduced from the motivation–ability–opportunity (MAO) framework, that is, salespeople’s learning motivation, negotiation efficacy, and perceived customer lenience. Results of a multi-level model using data from 92 salespeople and 264 salesperson–customer interactions confirm these predictions. The first to explore contingencies of salespeople’s adoption of their transformational leaders’ price negotiation behaviors, this study extends marketing theory and provides actionable guidance to practitioners. 相似文献
8.
A method of futures research is used to empirically test a structure-conduct-performance (SCP) model in a marketing setting.
It is proposed that within the macroenvironment there exist, varying levels of resource constraints and structural fluctuations
which are positively correlated. Increased resource constraints and structural fluctuations, which are characteristics of
a turbulent environment, are expected to increase the competitive intensity is an industry. This higher level of competitive
intensity is hypothesized to result in increased use of nonprice marketing strategies. Nonprice marketing strategies are also
expected to increase business performance because of the contingency relationship between conduct (strategy) and performance.
The possible role of “blind” luck or stochastic processes in determining success is also discussed. 相似文献
9.
The synergistic effect of market orientation and learning orientation on organizational performance 总被引:54,自引:0,他引:54
Although a large body of research theoretically asserts a positive relationship between market orientation and organizational
performance, fewer empirical studies demonstrate it using multiple and varied organizational performance measures. Additionally,
a series of recent studies have theoretically proposed, but not empirically demonstrated, that a firm’s learning orientation
is likely to indirectly affect organizational performance by improving the quality of its market-oriented behaviors and directly
influence organizational performance by facilitating the type of generative learning that leads to innovations in products,
procedures, and systems. This empirical study supports all of these specific contentions and the more global notion that higher
order learning processes may be critical in creating a sustainable competitive advantage in the firm.
William E. Baker is an assistant professor of marketing in the School of Business Administration at the University of Vermont. His research
interests include both individual and organizational learning. He has published in the areas of consumer decision making,
advertising effectiveness, and market-based organizational learning.
James M. Sinkula is an associate professor of marketing in the School of Business Administration at the University of Vermont and the director
of its MBA Program. His research interests lie primarily in the areas of organizational information use and market-based organizational
learning. He has publications in theJournal of the Academy of Marketing Science, Journal of Advertising Research, Journal of Business Research, Journal of Marketing, and others. 相似文献
10.
刘萍 《南京经济学院学报》2013,(5):39-45
政策、技术、市场和媒体等因素的变动,造成广告环境呈现动态性和不确定性特点,对广告企业的生存和发展既是机会又是挑战。学者们对广告环境动态性的研究不够系统,特别是对它的作用机制的研究比较少。笔者通过实证研究环境动态性对广告企业商务模式及企业绩效的作用机制,验证了环境动态性对企业商务模式和绩效之间关系中的调节效应,证明了在动态环境下,企业商务模式越佳,越能产生良好的企业绩效。 相似文献
11.
John Hulland Gergana Y. Nenkov Donald W. Barclay 《Journal of the Academy of Marketing Science》2012,40(3):450-467
There is a compelling need to improve the relationship between managers in marketing and sales departments. This paper argues
that one critical way of enhancing individual managers’ perceptions of relationship effectiveness between these departments
is to view the issue as a matter of justice and suggests that perceived marketing–sales relationship effectiveness is positively
influenced by managers’ perceptions of organizational justice. Furthermore, it proposes that interfunctional communication
has the potential to enhance the proposed positive effects of justice and hence needs to be considered and effectively managed
when looking at marketing–sales relationship effectiveness. Data drawn from a survey of 203 marketing and sales managers in
38 consumer packaged goods companies are used to empirically test these predictions. The authors find that perceived sales–marketing
relationship effectiveness is influenced by perceptions of distributive, procedural and interactional justice. Greater interfunctional
communication is found to further enhance the positive effects of distributive and procedural justice on perceived relationship
effectiveness, but it does not contribute to the already strong positive effects of interactional justice. Furthermore, results
reveal important differences in the effects of justice on perceived relationship effectiveness across the marketing and sales
departments. 相似文献
12.
This article introduces a conceptualization of corporate social responsibility (CSR) that emphasizes the role and potential
contribution of the marketing discipline. The proposed framework first depicts CSR initiatives as the actions undertaken to
display conformity to both organizational and stakeholder norms. Then, the article discusses the managerial processes needed
to monitor, meet, and even exceed, stakeholder norms. Finally, the analysis explains how CSR initiatives can generate increased
stakeholder support.
Isabelle Maignan (imaignan@feweb.vu.nl) is an assistant professor of marketing at the Vrije Universiteit in Amsterdam in the Netherlands.
Her research focuses on corporate social responsibility and its marketing dimensions in an international setting. Her work
has appeared in theJournal of the Academy of Marketing Science, theJournal of International Business Studies, theJournal of Business Research, theJournal of Advertising, among other journals and conference proceedings.
O. C. Ferrell (oc.ferrell@colostate.edu) is chair and a professor of marketing at Colorado State University. His research focuses on marketing
ethics and corporate social responsibility. His work has appeared in theJournal of Marketing, theJournal of Marketing Research, theJournal of the Academy of Marketing Science, theJournal of Public Policy and Marketing, as well as other leading journals. In addition, he is the coauthor ofMarketing: Concepts and Strategies, Business Ethics: Ethical Decision Making and Cases, Business and Society: A Strategic
Approach to Corporate Citizenship, Marketing Strategy, and other textbooks. 相似文献
13.
员工隐性人力资本的形成及对工作绩效的影响——基于我国民营制造企业的调查 总被引:2,自引:0,他引:2
本文旨在探讨员工隐性人力资本的形成及其对工作绩效的影响,并基于OLS和有序Probit模型进行实证检验。通过对我国民营制造企业员工的调查发现,个人教育程度、人力资源管理状况、组织结构特性和企业文化影响员工隐性人力资本的形成和工作绩效;教育程度与工作绩效负相关,沟通机制与工作绩效正相关,这意味着如果要提高员工中较高学历劳... 相似文献
14.
The quality and effectiveness of marketing strategy: Effects of functional and dysfunctional conflict in intraorganizational relationships 总被引:1,自引:0,他引:1
Anil Menon Sundar G. Bharadwaj Roy Howell 《Journal of the Academy of Marketing Science》1996,24(4):299-313
By examining only dysfunctional conflict and ignoring functional conflict, empirical research in marketing has presented only
part of the story. This research offers the first systematic look at the antecedents and consequences of both functionaland dysfunctional conflict in intraorganiational relationships. The authors develop and empirically test a causal model for key
organizational antecedents of new product strategy quality and market performance. They find that dysfunctional conflict in
the decision-making process has deleterious consequences for quality of strategy and market performance, whereas functional
conflict improves both quality of strategy and performance. Specifically, organizational design characteristics such as formalization,
interdepartmental interconnectedness, low communication barriers, and team spirit improve new product performance by enhancing
functional conflict, whereas centralization and high communication barriers lower new product performance by increasing dysfunctional
conflict. A post hoc test for common method bias or variance suggests that bias or variance alone cannot explain these findings.
His general research interests focus on strategic issues relating to internal relationships, market learning, and organizational
context of marketing strategy. His research has been published in theJournal of Marketing, Journal of Business Research, Journal of Advertising Research, Journal of Advertising, andJournal of Services Marketing, among others.
His general research interests focus on strategic issues relating to relationship marketing, firm performance, sustainable
competitive advantage, timing of market entry, and information technology. His past research has been published in theJournal of Marketing, Journal of Business Research, Journal of Services Marketing, andMarketing Education Review, among others.
His research interests are in the areas of marketing research methods, structural equations modeling, cellular automata theories
and methods, and Taoist methodologies for marketing strategy. His research has been published in theJournal of Marketing, Journal of Marketing Research, andJournal of the Academy of Marketing Science, among others. 相似文献
15.
Peter M. Banting Ph.D. Randolph E. Ross D.B.A. 《Journal of the Academy of Marketing Science》1975,3(1):1-19
Although there are many similarities between Americans and Canadians, Americans should not assume that their attitudes, values and objectives are coincident with those of their northern neighbors. Neither should American marketers assume that their products, programs, policies and objectives, because they are successful in the United States, necessarily will appeal to Canadian customers. Rather, they should recognize that Canada is a unique market, made up of many distinctively different and consequently differentiable market segments, and that successful marketing in Canada requires at least recognition of, and frequently adaptation to, the unique characteristics encountered in the Canadian environment. 相似文献
16.
Neil A. Morgan Constantine S. Katsikeas Douglas W. Vorhies 《Journal of the Academy of Marketing Science》2012,40(2):271-289
Since exporting is the most popular mechanism by which firms engage with international markets, understanding the drivers
of export market performance is key to explaining firms’ international competitiveness. The literature posits that the effective
implementation of planned export marketing strategy is a key determinant of the performance of firms operating in international
markets. Yet little is known about the specific nature and drivers of export marketing strategy implementation effectiveness.
In this study we build on the implementation literature in marketing and strategic management to develop a new conceptualization
of export marketing strategy implementation effectiveness. Drawing on dynamic capabilities theory, we empirically examine
the export marketing capability antecedents and performance consequences of export marketing strategy implementation effectiveness
in the context of manufacturing firms that are exporting to international markets. Results indicate that effective implementation
of planned export marketing strategy contributes to export market and financial performance, and that marketing capabilities
play an important role in enabling effective marketing strategy implementation in export venture operations. 相似文献
17.
Gordon J. Badovick Sharon E. Beatty Ph.D. 《Journal of the Academy of Marketing Science》1987,15(1):19-26
The concept of shared organizational values and its impact upon successful marketing strategy implementation are discussed.
The need to measure the degree to which values within the organization are shared is stressed. A method to quantitatively
measure the degree of value congruency and the strength of value consistency is proposed. An exploratory, empirical study
is presented in which organization values are measured and found to impact upon strategy implementation. 相似文献
18.
Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure 总被引:2,自引:0,他引:2
Christian Homburg John P. Workman Ove Jensen 《Journal of the Academy of Marketing Science》2000,28(4):459-478
There has been growing interest in the future of marketing and changes in marketing’s organization and role within the firm.
However, there has not been research that holistically explores key changes in marketing organization. The authors draw on
qualitative interviews with 50 managers in the United States and Germany and argue that changes in marketing organization
that have been discussed in isolation are part of a more general shift toward customer-focused organizational structures.
They initially discuss two specific changes related to the overall shift: changes concerning primary marketing coordinators
and increasing dispersion of marketing activities. They then introduce the concept of a customer-focused organizational structure
that uses groups of customers as the primary basis for structuring the organization. They identify typical organizational
transitions as firms move toward a customer-focused organizational structure and discuss the challenges firms face in making
this transition. They conclude with implications for academic research, managerial practice, and business school curriculum.
Christian Homburg is a professor of business administration and marketing and Chair of the Marketing Department at the University of Mannheim
in Germany. He received his Ph.D. and master’s degrees from the University of Karlsruhe and earned his habilitation at the
University of Mainz. His research interests include organizational issues in marketing, customer orientation, industrial marketing,
and relationship marketing. Dr. Homburg has consulted and delivered executive education programs for more than one hundred
companies, including Daimler-Benz, Siemens, Deutsche Bank, Hoechst, RWE, Thyssen, Krupp-Hoesch and Sodexho.
John P. Workman, Jr. is an associate professor of marketing at Creighton University in Omaha, Nebraska. Dr. Workman conducts research on the organization
and role of marketing within the firm, on new product development in high-tech firms, and more recently on organizational
issues for e-commerce initiatives. His research uses concepts from organization theory, strategy, and sociology to examine
the interactions between marketing and other groups in the firm. Dr. Workman has a B.S. from N.C. State University, an M.B.A.
from the University of Virginia, and a Ph.D. from M.I.T. He has consulted for a number of organizations on the topics of e-commerce
and marketing organization.
Ove Jensen is a Ph.D. student studying under Professor Homburg at the University of Mannheim. He received his master’s degree from the
WHU Koblenz. He conducts research on sales management, organizational issues in marketing, and incentive systems. He has extensive
consulting experience in the areas of market-focused management and sales management. 相似文献
19.
Pamela L. Kiecker Shelby D. Hunt Lawrence B. Chonko 《Journal of the Academy of Marketing Science》1991,19(2):77-82
This research explores empirically a socioeconomic/equity issue that has been extensively investigated in many areas, but
never marketing—the so-called “earnings gap.” Specifically, the study investigates income differences between men and women
in marketing, while controlling for differences in business experience, level of education, corporate level, type of industry,
and size of firm. The research focuses on three areas in marketing: (1) marketing management, (2) marketing research, and
(3) advertising agency management. Findings indicate that there is an “earnings gap” for marketers. Importantly, however,
the data show that a substantial portion of the gap can be explained by variables other than sex. 相似文献
20.
Christian Homburg Danijel Jozić Christina Kuehnl 《Journal of the Academy of Marketing Science》2017,45(3):377-401
Although research continues to debate the future of the marketing concept, practitioners have taken the lead, appraising customer experience management (CEM) as one of the most promising marketing approaches in consumer industries. In research, however, the notion of CEM is not well understood, is fragmented across a variety of contexts, and is insufficiently demarcated from other marketing management concepts. By integrating field-based insights of 52 managers engaging in CEM with supplementary literature, this study provides an empirically and theoretically solid conceptualization. Specifically, it introduces CEM as a higher-order resource of cultural mindsets toward customer experiences (CEs), strategic directions for designing CEs, and firm capabilities for continually renewing CEs, with the goals of achieving and sustaining long-term customer loyalty. We disclose a typology of four distinct CEM patterns, with firm size and exchange continuity delineating the pertinent contingency factors of this generalized understanding. Finally, we discuss the findings in relation to recent theoretical research, proposing that CEM can comprehensively systemize and serve the implementation of an evolving marketing concept. 相似文献