Marketing norms: The influence of personal moral philosophies and organizational ethical culture

This study develops a scale, using the American Marketing Association’s code of ethics, to measure the marketing-related norms of marketing practitioners. The scale has five dimensions: 1) price and distribution, 2) information and contracts, 3) product and promotion, 4) obligation and disclosure, and 5) general honesty and integrity. The relative influence of personal moral philosophies and organizational ethical climate on the norms of marketers was also examined in this study. He received his Ph.D. in marketing from Texas Tech University. His work has previously appeared in theJournal of Macromarketing, Journal of Business Ethics, Research in Marketing, Business and Professional Ethics Journal, andJournal of the Academy of Marketing Science, as well as various other journals and proceedings. His research has been accepted for publication in theJournal of Pharmaceutical Marketing and Management and theJournal of Business Ethics, and has been published in various national and regional proceedings. His research interests include marketing ethics, health care marketing, international marketing, and direct marketing. He received his Ph.D. in marketing from the University of Mississippi. His work has previously appeared in theJournal of Macromarketing, Journal of Business Ethics, Business and Professional Ethics Journal, Journal of Public Policy and Marketing, andJournal of the Academy of Marketing Science, as well as other journals and proceedings.     

Attitudes of Malaysian Tourism and Hospitality Students' towards a Career in the Industry

This study explored Malaysian undergraduate tourism and hospitality students' views of the industry as a career choice. Four hundred and twenty-nine tourism and hospitality students, from three Malaysian institutions completed a questionnaire rating the importance of 20 factors in influencing their choice of career, and then the extent to which they believed tourism and hospitality as a career offers these factors. All of the 20 factors tested have been identified as being significantly different. From the results, it is clear that students generally do not believe that a career in tourism and hospitality will offer them the factors that they find important.     

The new product development process for commercial financial services

The attention of senior executives in the financial services industry is increasingly being focused on how well the new product development process is working within their institutions. This focus on product development results from the combined pressures of increased competition, a rapidly changing marketplace, new technology, and new and pending legislative changes. All of these factors underscore the need to be able to design, develop, and launch, in a timely fashion, new products that are winners. A strong new product initiative is now considered an essential weapon in both offensive and defensive initiatives.To achieve their goals, executives are increasingly reexamining their organizations' approach to development and launch of new products to determine if the process can be redesigned for faster reaction time, better utilization of limited resources and improved success rates. This article examines the new product development process within the setting of corporate/commercial financial services. Its conclusions provide executives with some broad principles for their own new product processes to help them in their quest for competitive advantage through winning new products.     

Do citizenship behaviors matter more for managers than for salespeople?

This research was designed to investigate the effects of organizational citizenship behaviors (OCBs) and objective sales productivity on sales managers’ evaluations of their sales personnel’s performance and to examine whether the impact of OCBs on performance evaluations is greater at higher levels of the sales organization hierarchy. Two samples were obtained from the same organization: a sample of 987 multiline insurance agents and a sample of 161 agency managers. Objective measures of sales productivity were obtained for both samples along with evaluations of three dimensions of OCBs and an assessment of overall performance. The results indicate that managers’ evaluations are determined at least as much by OCBs as they are by objective measures of performance. After partialing out common method variance, the results also indicate that OCBs account for a greater proportion of a sales manager’s evaluation than of a sales representative’s evaluation. The implications of these findings are discussed. Scott B. MacKenzie (Ph.D., UCLA, 1983) is a professor of marketing and the Edgar G. Williams Faculty Fellow at the Kelley School of Business at Indiana University. His research on advertising effectiveness, organizational citizenship behavior, and leadership issues can be found in theJournal of marketing Research, Journal of Marketing, Journal of Consumer Research, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Personnel Psychology, Journal of Management, andThe Leadership Quarterly. Currently, he serves on the editorial boards of theJournal of Marketing Research, Journal of Marketing, Journal of Consumer Research, andJournal of Consumer Psychology. Philip M. Podsakoff (D.B.A., Indiana University, 1980) is the John F. Mee Professor of Organizational Behavior and Human Resources at the Kelley School of Business at Indiana University. He is the author or coauthor of more than 60 articles and/or scholarly book chapters that have appeared in such journals as theJournal of Marketing, Journal of Marketing Research, Academy of Management Journal, Psychological Bulletin, Organizational Behavior and Human Decision Processes, Journal of Applied Psychology, The Leadership Quarterly, Organizational Dynamics, Research in Organizational Behavior, Journal of International Business Studies, andJournal of Occupational and Organizational Psychology. He serves on the Board of Editors of theJournal of Applied Psychology, Organizational Behavior and Human Decision Processes, andThe Leadership Quarterly. Julie Beth Paine is a doctoral student in management at the Kelley School of Business at Indiana University. Her research interests include competence in performance, performance evaluation processes, and reward systems.     

A review of eye-tracking research in tourism

This study provides a review of eye-tracking as a technique for measurement of attention. The review discusses its theoretical basis, advantages and disadvantages, data collection procedures, analysis methods, and application in tourism and hospitality. Areas for further research in tourism and hospitality are provided based on a systematic review of tourism research using eye-tracking.     

Joint-Product Export Smuggling and Export Tax Policy

The effect of smuggling on tax revenue collection and the revenue-maximizing tax rate is an unresolved issue in the smuggling literature. Clandestine and joint-product smuggling models arrive at different conclusions concerning smuggling's effect on tax revenue collection and the revenue-maximizing tax rate. Clandestine (joint-product) smuggling is consistent with the assumption that legal and illegal trade are substitutable (complementary) activities for the exporting firm. The effect of smuggling on the tax rate and tax revenue is shown to be dependent on whether smuggling and legal trade are assumed to be complementary or substitutable activities.     

Social Status,Entry and Predation: The Case of British Shipping Cartels 1879–1929

The authors incorporate social status and regional affiliation—two variables of central sociological interest—into an economic analysis of entry and predation. They build on Scott Morton’s [1997] examination of entry and predation in the merchant shipping industry and examine whether the social status of an entrant owner impacts on the predation behavior of the incumbent cartels. They find that high social status entrants are significantly less likely (40%) to be preyed upon than the low social status entrants. They discuss several interpretations of this result. Subsequent analysis supports the hypothesis that cartel members use social status as an indicator of an entrant’s propensity to be a cooperative cartel participant.     

Critical Technology Management Issues of New Product Development in High-Tech Companies

This article reports the results of a study of management of technology issues (unresolved technology management problems) in the new product development (NPD) processes of high-tech product companies. Using a three-questionnaire DELPHI methodology that includes academic and industry participants, the study ranks 24 technology management issues of NPD in terms of importance. A dominant "Number One Issue" is identified as Strategic Planning for Technology Products.     

The role of relationship quality in the stratification of vendors as perceived by customers

Companies implement preferred supplier programs to reduce their vendor relationships to a reasonable few. Consequently, vendors who do not effectively manage their customer-based relationships are strong candidates for deletion from a customer’s list of long-term suppliers. The emergence of preferred supplier programs suggests that businesses are beginning to formally recognize and reward differences between their qualified vendors. Vendor stratification is proposed as a framework for understanding the evolution of preferred vendor programs. With the growing interest in relationship marketing, a study was conducted to empirically examine the extent to which businesses use relationship quality perceptions to differentiate their qualified vendors. The findings support the notion that relationship quality is a higher-order construct that can be used as a basis for developing vendor stratification systems. The article concludes with a discussion of the managerial and research implications of the study findings. Michael J. Dorsch (Ph.D., University of Arkansas) is an associate professor of marketing at Clemson University. His research has been published in theJournal of the Academy of Marketing Science, theJournal of Business Research, and theJournal of Personal Selling and Sales Management, among others. His research interests include issues concerning relationship marketing and marketing research methods. Scott R. Swanson (Ph.D., University of Kentucky) is an assistant professor of marketing at East Carolina University. He previously spent 9 years as a purchasing executive and his research interets include issues related to services marketing, atmospherics, and marketing ethics. His research has been published in theJournal of Business to Business Marketing, theInternational Journal of Quality and Reliability Management, AMA Educators’ Proceedings, andRetailing: Theories and Practices for Today and Tomorrow. Scott W. Kelley (D.B.A., University of Kentucky) is an associate professor of marketing. His research has been published in theJournal of the Academy of Marketing Science, theJournal of Retailing, theJournal of Business Research, theJournal of Advertising, and theJournal of Personal Selling and Sales Management, among others. His research interests include issues concerning services marketing and marketing ethics.     

Developing Sustainable Strategies: Foundations,Method, and Pedagogy

While the United Nations Principles of Responsible Management Education (PRME) are a very positive development in the horizon of management education over the last decade, there are still many significant challenges for engaging the mind of the manager in ways that will foster the values of PRME and the UN Global Compact. Responsible management education must address three foundational challenges in business education if it is to actualize the aspirations of PRME: (1) it must confront the cognitional myth that knowing is like looking, (2) it must move beyond mere analysis to systems thinking, and (3) it must transition from a values-neutral stance to a values-driven stance. Using Developing Sustainable Strategies, an MBA practicum in the Sustainable Management Concentration at DePaul University’s Kellstadt Graduate School of Business as a case study, this article identifies the ways in which Pragmatic Inquiry can address these challenges. The method of Pragmatic Inquiry prepares students to become responsible managers, to develop sustainable strategies, and to be creators of shared value. Built from the philosophical foundations of American pragmatism and Bernard Lonergan’s critical realism, Pragmatic Inquiry is an effective method and pedagogy for responsible management education.