Introduction to the Special Section on Stakeholder Marketing

Bhattacharya, CB

doi:10.1509/jppm.29.1.1

Cited by 28 publications

(27 citation statements)

References 2 publications

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“…Broadly, this study addresses recent calls for stakeholder marketing research that expands the scope of traditional marketing concepts to include additional stakeholders beyond the widely-studied customers (e.g., Bhattacharya 2010;Ferrell et al 2010;Hillebrand et al 2015;Hult et al 2011). It achieves this by developing the concept of stakeholder-focused organizational learning, which is more encompassing than marketbased organizational learning (e.g., Sinkula et al 1997).…”

Section: Discussionmentioning

confidence: 99%

“…Due to the stakeholder approach's recent conception (e.g., Chabowski et al 2011), the limited work on it in the strategic marketing literature has been largely conceptual (e.g., Hillebrand et al 2015) and exploratory (e.g., Mish and Scammon 2010). While progress has been made in understanding the elements of stakeholder marketing (e.g., Bhattacharya 2010;Hult et al 2011), identifying the relevant stakeholders of marketing (e.g., Hult et al 2011), and distinguishing the stakeholder marketing perspective from the traditional marketing perspective (Hillebrand et al 2015), important gaps remain in the literature. For example, it has been proposed that stakeholder marketing requires organizations to be Bdedicated to learning about and addressing stakeholder issues^ (Ferrell et al 2010, p. 95).…”

Section: Introductionmentioning

confidence: 99%

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The role of organizational learning in stakeholder marketing

Mena

Chabowski

2015

J. of the Acad. Mark. Sci.

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As the roles of customers, employees, suppliers, shareholders, regulators, and communities become more significant in today's business environment, a precise understanding of the organization's internal drivers in delivering value to its stakeholders is critical. To this end, this study integrates stakeholder theory and the organizational learning literature to propose that stakeholder-focused organizational learning drives organizations to respond to their stakeholders. Using a sample of 349 organizations, we introduce three stakeholder-focused knowledge acquisition mechanisms (experiential, vicarious, and contact) and, along with the other organizational learning processes (information distribution, information interpretation, and organizational memory), examine their influence on the behavioral actions of stakeholder-focused responsiveness, innovation, and imitation. Subsequently, we assess the impact of these behavioral actions on organizational performance. Overall, the results show that stakeholder-focused organizational learning is positively associated with responsiveness. More uniquely, the propensity to employ innovative or imitative stakeholder practices is found to be influenced by the way the organization acquires information about stakeholders. Lastly, the findings suggest that simply responding to stakeholders does not guarantee superior performance, but the manner in which the organization responds matters just as much.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The role of organizational learning in stakeholder marketing

Mena

Chabowski

2015

J. of the Acad. Mark. Sci.

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“…Proponents of stakeholder marketing argue that the marketing function should pay attention to multiple internal and external stakeholders, and should not privilege customers over other stakeholders or have customers as the sole target of marketing activities (Bhattacharya 2010;Ferrell et al 2010;Fry and Polonsky 2004;Maignan et al 2005;Smith et al 2010). The intent behind such arguments is to correct a prevailing marketing bias that on the one hand leads to an excessive, and even obsessive, preoccupation with customers, and on the other hand manifests itself as a single-minded focus on the customer to the exclusion of other stakeholders, which is regarded by Smith et al (2010) as one of the symptoms of what they call a "new marketing myopia."…”

Section: Stakeholder Perspective and Ccsmentioning

confidence: 99%

Mindful consumption: a customer-centric approach to sustainability

Sheth

Sethia

Srinivas

2010

J. of the Acad. Mark. Sci.

802

661

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How effectively business deals with the challenges of sustainability will define its success for decades to come. Current sustainability strategies have three major deficiencies: they do not directly focus on the customer, they do not recognize the looming threats from rising global over-consumption, and they do not take a holistic approach. We present a framework for a customer-centric approach to sustainability. This approach recasts the sustainability metric to emphasize the outcomes of business actions measured holistically in term of environmental, personal and economic well-being of the consumer. We introduce the concept of mindful consumption (MC) as the guiding principle in this approach. MC is premised on a consumer mindset of caring for self, for community, and for nature, that translates behaviorally into tempering the selfdefeating excesses associated with acquisitive, repetitive and aspirational consumption. We also make the business case for fostering mindful consumption, and illustrate how the marketing function can be harnessed to successfully implement the customer-centric approach to sustainability.

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“…We evaluate their call through the lenses of the emerging (1) stakeholder marketing literature (Bhattacharya 2010), (2) Service Dominant Logic (SDL, Vargo and Lusch 2004) theory of marketing, as well as (3) Sirgy's (2012b) argument that public policy should be informed and guided, at least in part, by happiness research-in particular, the emerging quality of life (QOL) literature. The results suggest that all three emerging literature streams generally support calls to move the marketing of higher education away from today's prominent marketization emphases.…”

Section: Eudaimonic Forms Of Stakeholder Satisfaction In Higher Educamentioning

confidence: 99%

“…Bhattacharya (2010) similarly points out that traditional marketing strategy tends to be predominantly firm-centric, as in the case of marketization practices. Stewart (2010) argues that there has been a recognizable shift in stakeholder marketing research from a focus on regulation of the marketing function and its activities to a more balanced treatment of the reciprocity of marketing and society.…”

Section: The Emerging Stakeholder Marketing Literaturementioning

confidence: 99%

The Nature of Stakeholder Satisfaction with Marketing Education

Taylor¹,

Judson²

2014

HES

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The current article represents a cautionary tale in continuing emerging marketization practices as the dominant form of marketing with higher education. Specifically, a review of three important emerging literature streams (i.e., quality-of-life, service-dominant logic, and stakeholder orientation) all appear to support calls for moving beyond typical (short-term, hedonistic) measures of consumer satisfaction associated with the delivery of higher education toward satisfaction judgments based on higher-order forms of happiness (i.e., prudential and perfectionist forms of happiness such as eudaimonia). This conclusion suggests that the nature of long-term value co-creation associated with higher education should focus on quality of life and well-being. Critical to the success of moving marketing strategy of institutions of higher education in the direction asserted herein will be embracing a primary strategic marketing objective of convincing stakeholders to value long-term, eudaimonic forms of happiness and satisfaction over the current psychological, short-term, hedonistic satisfaction forms assessing today's marketization practices. A series of propositions are offered to help guide marketers in embracing this perspective.

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Introduction to the Special Section on Stakeholder Marketing

Cited by 28 publications

References 2 publications

The role of organizational learning in stakeholder marketing

The role of organizational learning in stakeholder marketing

Mindful consumption: a customer-centric approach to sustainability

The Nature of Stakeholder Satisfaction with Marketing Education

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