The impact of the academy of marketing science on marketing scholarship: An analysis of the research published inJAMS

This article presents an analysis of the research published in theJournal of the Academy of Marketing Science (JAMS). A brief history of the journal is chronicled, and its output in recent years is considered. Special attention is paid to the content of the articles published and the research methods used. An analysis of frequent contributors is also conducted. Much of the analysis focuses on the past 10 years. The conclusion is thatJAMS has made a significant impact on marketing scholarship and has emerged as a top marketing journal of which all the fellows of the academy can justifiably be proud. In an article by Wheatley and Wilson (1987), he was ranked number one in the country based on articles published in theJournal of Marketing Research during 1980–1985. He holds the all-time record for the maximum number of publications in theJournal of Health Care Marketing. He is ranked number one based on publications inJAMS since its inception through Volume 23 (1995). He is also number one based on publications inJAMS during the 10-year period of 1986–1995. He has published 67 articles in major refereed journals. The second edition of his book titledMarketing Research: An Applied Orientation was published recently (Prentice Hall, 1996). The book has received widespread adoption at both the graduate and undergraduate levels, with more than 100 schools using it. He is the winner of numerous awards and honors for research, teaching, and service to the profession. An erratum to this article is available at .     

Service quality delivery through web sites: A critical review of extant knowledge

Evidence exists that service quality delivery through Web sites is an essential strategy to success, possibly more important than low price and Web presence. To deliver superior service quality, managers of companies with Web presences must first understand how customers perceive and evaluate online customer service. Information on this topic is beginning to emerge from both academic and practitioner sources, but this information has not yet been examined as a whole. The goals of this article are to review and synthesize the literature about service quality delivery through Web sites, describe what is known about the topic, and develop an agenda for needed research. In the offline worl...30% of a company’s resources are spent providing a good customer experience and 70% goes to marketing. But online...70% should be devoted to creating a great customer experience and 30% should be spent on “shouting” about it. Valarie A. Zeithaml is the Roy and Alice Richards Bicentennial Professor and Area Chair at the Kenan-Flagler Business School of the University of North Carolina, Chapel Hill. She obtained an M.B.A. and doctorate from the University of Maryland and has devoted the past 20 years to researching and teaching the topics of service quality and services management. She is the author of three service books:Delivery Quality Service: Balancing Customer Perceptions and Expectations, Driving Customer Equity, andServices Marketing, a textbook now in its second edition. She has won numerous teaching and research awards, including the Ferber Award from theJournal of Consumer Research, the Maynard Award from theJournal of Marketing, the Jagdish Sheth Award from theJournal of the Academy of Marketing Science, and the O’Dell Award from theJournal of Marketing Research. She has consulted with more than 40 service and product companies. 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 has received many distinguished teaching and research awards. In 1988, he was selected as one of the “Ten Most Influential Figures in Quality” by the editorial board ofThe Quality Review. In 1998, he received the American Marketing Association’s “Career Contributions to the Services Discipline Award.” In 2001, he received the Academy of Marketing Science’s “Outstanding Marketing Educator Award.” Dr. Parasuraman has published numerous articles in leading scholarly and managerial journals. He has served as editor of theJournal of the Academy of Marketing Science for a 3-year term (1997–2000). He has authored or coauthored several books, the most recent of which isTechno-Ready Marketing: How and Why Your Customers Adopt Technology (2001). Arvind Malhotra is an assistant professor at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. He has conducted award-winning research on how companies exploit information technology to reinvent themselves for e-business. He teaches e-commerce strategies to executive M.B.A.s and strategic use of information technology to M.B.A. students.     

Feedback‐seeking behavior within multinational corporations

Notwithstanding their concern with intra‐MNC control mechanisms, scholars have overlooked the complementary phenomenon of self‐regulatory behavior by subsidiaries. In this paper, we take the first steps towards addressing this gap by advancing and testing hypotheses dealing with the determinants of a major element of self‐regulatory behavior at the subsidiary level, i.e., the performance‐oriented feedback‐seeking behavior of subsidiary presidents. Utilizing data from 374 subsidiaries of 75 MNCs, we test hypotheses regarding the impact of subsidiary task and organizational context on the feedback‐seeking behavior of subsidiary presidents. The results of this study can be summarized as follows: (i) subsidiary presidents do engage in proactive performance‐oriented feedback‐seeking behavior; (ii) they vary in the extent to which they engage in such behavior; and (iii) these variations in feedback‐seeking behavior are at least partially systematic. Copyright © 1999 John Wiley & Sons, Ltd.     

Anchoring on the acquisition premium decisions of others

Anchoring is a ubiquitous heuristic by which decision makers heavily rely on a piece of information (anchor) that appears prior to a decision. Yet, we know little about its role in strategic decisions. This study considers its influence on acquisition premiums by examining whether a focal premium decision may be anchored on the premium that another firm paid for the acquisition that directly preceded the focal acquisition in the same market because it presents a salient and compatible premium to decision makers. Our results support this premise, particularly when preceding acquisitions happened more recently and were similar in size to the focal deals, when focal deals were in a foreign market, and when acquirers lacked acquisition experience in the target market or had a higher acquisition rate. Copyright © 2014 John Wiley & Sons, Ltd.     

Changing Behaviour: Successful Environmental Programmes in the Workplace

There is an increasing focus on improving the pro‐environmental attitudes, behaviour and habits of individuals, whether at home, in education, travelling, shopping or in the workplace. This article focuses on the workplace by conducting a multi‐disciplinary literature review of research that has examined the influence of organization‐based behaviour change initiatives. The review includes only research evidence that measured actual environmental performance (e.g. energy use) rather than solely using self‐reported methods (e.g. questionnaires). The authors develop an ‘employee pro‐environmental behaviour’ (e‐PEB) framework, which contains individual, group, organizational and contextual factors that have predictive relevance across different behaviours and organizations. The review shows that the strongest predictors are environmental awareness, performance feedback, financial incentives, environmental infrastructure, management support and training. A key finding from this review is that attitude change is not necessarily a pre‐requisite for behaviour change in the workplace. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment     

The Determinants of Stock Prices: New Evidence from the Indian Banking Sector

We examine the determinants of stock prices for major Indian banks using panel data modeling techniques. Our work is novel because, for the first time in the literature on Indian banking, we use a panel Granger causality test that reveals the direction and sign of causality. We find evidence of panel cointegration among stock prices, economic activity, interest rates, and exchange rates for thirteen banks. Our results suggest that while economic activity and currency depreciation contribute to a rise in share prices, an increase in the interest rate reduces bank share prices. Moreover, only economic activity Granger-causes stock prices in the long run.     

Growth and Renewal in the United States: Retooling America's Economic Engine*

New research by the McKinsey Global Institute (MGI) examines the growth challenge facing the United States and explores how U.S. business and government can contribute to the economy's renewal by reinvigorating their drive toward higher productivity. As baby boomers retire and the female participation rate plateaus, the U.S. economy will receive significantly less lift from increases in the labor force and will have to rely increasingly on productivity gains to fuel growth. The report finds that the United States needs a 34% acceleration in productivity growth if it is to match the GDP growth rates of the past 20 years—and that this is possible. Three‐quarters of the necessary productivity growth acceleration can come from the efforts of private‐sector companies operating within the current regulatory and business environment. Even the best‐performing companies and sectors still have headroom to boost productivity by emulating the best practice of others and tapping into new innovations, and coming up with new innovations of their own. The remaining one‐quarter—and more—can come from government and business working together to address barriers that now limit growth. MGI lays out a seven‐point agenda for action to spur productivity.     

Is the efficient market hypothesis day-of-the-week dependent? Evidence from the banking sector

In this article, we propose a new hypothesis: that the efficient market hypothesis is day-of-the-week-dependent. We apply the test to firms belonging to the banking sector and listed on the NYSE. We find significant evidence that the efficient market hypothesis is day-of-the-week-dependent. Overall, for only 62% of firms, the unit root null hypothesis is rejected on all the five trading days. We also discover that when investors do not account for unit root properties in devising trading strategies, they obtain spurious profits.     

Reluctant employees and felt stress: The moderating impact of manager decisiveness

Job stress is an integral part of the organizational landscape and particularly severe in the sales profession. A host of studies have looked at felt stress, its antecedents, and consequences. This research examines how employee resistance to change and a manager's decisiveness affect the salesperson's felt stress and turnover intentions. This study shows that the salesperson's resistance to change is positively associated with felt stress. Study results also show that the impact of an employee's resistance to change on felt stress is moderated by a manager's decisiveness. Model hypotheses are tested with responses from 255 bank salespeople in India.     

Impact of host‐country corruption on U.S. and Chinese cross‐border acquisitions

Does corruption in a target country create a similar effect on cross‐border acquisitions (CBAs) by firms from a developed and a developing country? This article empirically examines the relationship between corruption and CBAs by firms from China and the United States. Based on a combined sample of 10,236 completed acquisitions over the period of 1990–2006, the authors find that both Chinese and U.S. firms make a significantly greater number of acquisitions in less corrupt countries. However, unlike the U.S. CBAs, we find a significantly positive relationship between the transaction value of Chinese CBAs and the level of perceived corruption in the target country. It is suggested that having been schooled in weaker institutions themselves, Chinese firms may find it easier to deal with corrupt conditions in target countries, giving them an advantage over firms from less corrupt countries. © 2010 Wiley Periodicals, Inc.