AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00226-2
Geert Demuijnck, Patrick E. Murphy
{"title":"Why should marketers be forced to ignore their moral awareness? A reply to Gaski","authors":"Geert Demuijnck, Patrick E. Murphy","doi":"10.1007/s13162-022-00226-2","DOIUrl":"10.1007/s13162-022-00226-2","url":null,"abstract":"<div><p>This commentary presents a reply to the Gaski paper that is published in this issue. Our stance is that he overstates his position and makes several 'leaps of faith' that are unwarranted. We focus on four major reservations about this work: (1) the dynamics of ethics and regulation are underrepresented; (2) simplistic assumptions are made about the uncertainty of ethical claims and theories; (3) responsibility is considered as an all or nothing proposition; and (4) empirical claims are offered that are not backed up with evidence and bad faith is displayed in presenting 'real world' examples. We conclude by stating that corporations have already institutionalized ethics and corporate social responsibility functions within their firms. We firmly believe that responsible marketers do have a conscience.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"38 - 43"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50018358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00227-1
John F. Gaski
{"title":"Toward social responsibility, not the social responsibility semblance: marketing does not need a conscience","authors":"John F. Gaski","doi":"10.1007/s13162-022-00227-1","DOIUrl":"10.1007/s13162-022-00227-1","url":null,"abstract":"<div><p>For decades, much leading marketing and business ethics literature has insisted that marketers accept a social responsibility or heed a social conscience beyond the practice of profitable customer satisfaction. Professional observers apparently feel that the traditional institution of marketing generally falls short of optimal contribution to societal welfare. The following essay challenges that fashionable posture by suggesting how such criticism is misdirected. Argued is that the socially responsible marketing “conscience” orientation is naïve, superfluous, incoherent, and ultimately dysfunctional for its intended beneficiaries. This contrarian position is not entirely new, as readers will recognize, yet has been incessantly resisted in the academic and philosophical marketplace for ideas—i.e., has not enjoyed widespread scholarly adoption or market penetration. Perhaps this outcome accrues not from the idea-product itself but from its poor representation or deficient marketing. Therefore, this paper attempts to mitigate any such impediments, especially the packaging, positioning, and communication elements. The revised expository approach involves, in particular, decomposing the established social responsibility construct to spotlight its flawed nature. A possible intersection with conventional marketing ethics is also addressed, and an inventory of potential counterarguments to the paper’s view is developed and dispatched.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"7 - 24"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50017884","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00224-4
Saurabh Ahluwalia
{"title":"A critique of corporate social responsibility in light of classical economics","authors":"Saurabh Ahluwalia","doi":"10.1007/s13162-022-00224-4","DOIUrl":"10.1007/s13162-022-00224-4","url":null,"abstract":"<div><p>Classical economics maintains that managers of corporations are agents of the shareholders. The managers should make decisions in accordance with the wishes of the shareholders. For a corporation, it is typically assumed that shareholders want to maximize their wealth, and hence profit maximization is considered the goal of a corporation. On the other hand, the proponents of corporate social responsibility (CSR) maintain that corporations have a responsibility to all stakeholders beyond the shareholders. Corporations should make decisions while taking into account the effects of those decisions on different stakeholders. This commentary explores the concepts of market orientation and stakeholder orientation. Based on the writings of classical economists such as Adam Smith, Theodore Levitt, and Milton Friedman, I analyze how blind adherence to CSR runs counter to the foundations of classical economics. The effect of CSR on the liberal economics system and structure of corporations in terms of property rights, individual freedom, separation of government and business, and accountability is explored to support Gaski’s (<i>AMS Review, </i>2022) position on these issues.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"25 - 29"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50018356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00225-3
Kelly D. Martin, Stasha Burpee
{"title":"Marketing as problem solver: in defense of social responsibility","authors":"Kelly D. Martin, Stasha Burpee","doi":"10.1007/s13162-022-00225-3","DOIUrl":"10.1007/s13162-022-00225-3","url":null,"abstract":"<div><p>The marketing function has long been recognized for its problem-solving abilities. In this commentary, we draw from marketing’s problem-solving foundations to argue that it is well-poised to solve some of society’s vexing issues–from climate change, to hunger and nutrition, to poverty and human flourishing. We identify and explain three critical forces that make socially responsible marketing more necessary than ever. First, the market, comprised of consumers and investors, increasingly demands socially responsible marketing through responses that include purchase behavior, stated preferences, relationship formation and loyalty, and valuation of socially responsible investment products. Second, business practice increasingly embraces social responsibility and has garnered tangible customer and performance benefits from those practices. Third, political and regulatory systems that might otherwise support human and environmental well-being suffer from increasing dysfunction and inaction. Taken together, we see a necessary and productive role for socially responsible marketing and its proven problem-solving capabilities.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"44 - 51"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50018359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00232-4
Bernard Jaworski
{"title":"Update the Theory + Practice section","authors":"Bernard Jaworski","doi":"10.1007/s13162-022-00232-4","DOIUrl":"10.1007/s13162-022-00232-4","url":null,"abstract":"","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"102 - 104"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50018351","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00229-z
O. C. Ferrell
{"title":"Perspectives on socially responsible marketing: the chasm widens","authors":"O. C. Ferrell","doi":"10.1007/s13162-022-00229-z","DOIUrl":"10.1007/s13162-022-00229-z","url":null,"abstract":"","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"1 - 6"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50018352","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-06-10DOI: 10.1007/s13162-022-00231-5
Kimberly A. Whitler
{"title":"An exploration of how boards of directors impact chief marketing officer performance: Insights from the field","authors":"Kimberly A. Whitler","doi":"10.1007/s13162-022-00231-5","DOIUrl":"10.1007/s13162-022-00231-5","url":null,"abstract":"<div><p>Managerial research has suggested that Chief Marketing Officers (CMOs) are not living up to expectations. Such studies indicate that a high percentage of CEOs are not very impressed with their CMOs, believe they are disconnected from financial accountability, and in many cases, do not consider them highly effective. Such views may help explain why CMOs have the shortest tenure in the C-suite. Moreover, most CEOs believe that CMOs are to blame for the short tenure. What makes this belief interesting is that upper echelons theory suggests that CMOs should be impacted by those above them—the board of directors and CEO. Strategy is discussed and set at the board level and presumably, board decisions and interactions should impact a CMO’s ability to achieve performance objectives. Yet, there has been no investigation into how the board of directors may impact CMO performance. In this research, I conduct five depth interviews with board members, CMOs, and executive recruiters to explore the issue and generate new insight. The interviews reveal a new theory of CMO performance, one that is contingent on the beliefs and actions of the board. In addition to three key themes and portions of the interview transcripts, this research provides a table summarizing the actions that boards can take to amplify CMO performance by employment stage. As exploratory research, this provides a first step in generating more complete understanding of an important upper echelons issue.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"105 - 115"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50018363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-03-22DOI: 10.1007/s13162-022-00223-5
Andrew S. Gallan, Anu Helkkula
{"title":"Cocreating transformative value propositions with customers experiencing vulnerability during humanitarian crises","authors":"Andrew S. Gallan, Anu Helkkula","doi":"10.1007/s13162-022-00223-5","DOIUrl":"10.1007/s13162-022-00223-5","url":null,"abstract":"<div><p>To understand the cocreation and impact of transformative value propositions (TVPs), which are designed to address vulnerabilities that customers experience because of humanitarian crises, this study applies a typology of service innovation archetypes as a domain theory to examine different ways to cocreate TVPs. The authors identify different types of customers who experience vulnerability, using a social determinants of health (SDOH) framework. Exemplary TVPs reveal how service organizations can alleviate customer vulnerabilities, in the short and long terms, and highlight a distinction between TVPs that require incremental changes to existing resource deployment versus those that require novel capabilities. This article contributes to transformative service research by establishing a value-centric model that relates the cocreation of TVPs to customers experiencing vulnerability. In turn, researchers and managers can identify the output-based, process-based, experiential, and systemic changes needed to cocreate TVPs.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"12 1-2","pages":"85 - 101"},"PeriodicalIF":0.0,"publicationDate":"2022-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50101805","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2022-01-05DOI: 10.1007/s13162-021-00221-z
Barry J. Babin, Julie Guidry Moulard, Jay D. Lindquist
{"title":"A bridge to relevance: on the history of the Academy of Marketing Science® (AMS)","authors":"Barry J. Babin, Julie Guidry Moulard, Jay D. Lindquist","doi":"10.1007/s13162-021-00221-z","DOIUrl":"10.1007/s13162-021-00221-z","url":null,"abstract":"<div><p>AMS has survived half a century. Originally envisioned by Harold W. Berkman, who survived nearly a full century, the association has grown in numbers and in prominence. While AMS is well-known for its two leading academic journals and for hosting well-attended annual conferences and the World Marketing Congress, relatively little has been written about AMS history. We contribute a brief history of AMS that emphasizes the organization’s missions and values. In particular, AMS, along with its publications and conferences, has been, is, and will continue to aim to represent, a bridge between the academic and practicing marketing community. Further, that bridge should be built upon quality, service, and integrity.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"11 3-4","pages":"454 - 463"},"PeriodicalIF":0.0,"publicationDate":"2022-01-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50009320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AMS ReviewPub Date : 2021-12-21DOI: 10.1007/s13162-021-00213-z
Alexander Flaig, Daniel Kindström, Mikael Ottosson
{"title":"Market-shaping phases—a qualitative meta-analysis and conceptual framework","authors":"Alexander Flaig, Daniel Kindström, Mikael Ottosson","doi":"10.1007/s13162-021-00213-z","DOIUrl":"10.1007/s13162-021-00213-z","url":null,"abstract":"<div><p>This study explores the potential existence of reoccurring patterns in market-shaping processes by employing a qualitative meta-analysis to analyze 79 case studies on market-shaping. Through the evidence-based synthesis of qualitative data, we extract 20 generalized market-shaping activities that inform and form the foundation of a three-phased market-shaping process. This conceptual framework divides the market-shaping process into the phases of infusion, formation and retention. By applying our conceptual framework to the qualitative dataset, we explore the presence of market-shaping phases and provide further insights into the interdependences and dynamics between multiple, simultaneously occurring, market-shaping processes. By providing a structured market-shaping process, we attempt to reduce the overall complexity of the market-shaping phenomenon and facilitate the operationalization of the phenomenon for further market-shaping research. Additionally, our conceptualization provides practitioners with a framework to analyze the market-shaping efforts of other market actors and support the design of their own market-shaping strategies.</p></div>","PeriodicalId":7786,"journal":{"name":"AMS Review","volume":"11 3-4","pages":"354 - 374"},"PeriodicalIF":0.0,"publicationDate":"2021-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://link.springer.com/content/pdf/10.1007/s13162-021-00213-z.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50040498","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}