Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147899
Adel I. El-Ansary
The historical roots of marketing stretch back over 100 years to the early conceptualizations of distribution grounded in economics. These core distribution functions still need to be performed today by firms evolving continually to meet the needs of our present and future markets. The technologies themselves have changed from horse and wagon, to motor vehicles, to e-marketing with perhaps future autonomous aircraft “drone”delivery, as each technology has been replaced in turn with a more efficient, more “modern” technology to meet the needs of customers of the time. However, these new technologies must still be focused on the key marketing goal of facilitating exchange. This goal has not changed over the marketing century and is not likely to do so in the future. Throughout this long history, marketing-related organizations and marketing functions (or flows) have been central to theory development. Perhaps one reason for this focus is that it is these organizations executing the marketing functions within marketing channels that service the needs of their customers domestically and internationally. The discipline appears to continue to believe that eliminating a function cripples the channel. But the modern-day marketing “identity crisis” recognized by some scholars does not appear to fully consider the historical development of the discipline. Debates about the nature and scope of marketing, disciplinary boundaries and theoretical bases, and the synergistic relationship between theory and practice seem to lack a foundation in institutional historical memory. Perhaps this is in part the result of a decline in the attention paid to the study of the historical development of the discipline, such as the early—but still important—work of Wroe Alderson and Robert Bartels, who so greatly shaped mainstream modern marketing thought. The purpose of this Special Issue is to consider the history of marketing channels as a lens to focus on where we have been, where we are, and where we might be headed both theoretically and managerially. In this age of e-commerce transforming social media (or perhaps vice versa?), it would seem helpful to reflect on the past and consider the implications for how theory and practicemay evolve: we are thinking of the past and present as prologue. We see, for instance, how the “old” tools of direct marketing are being applied in fresh new ways to online marketing. Some examples of the research that would be welcomed include the following:
{"title":"Special Issue: “History of Marketing Channels Thought: Theory Formation and Identity Confirmation”","authors":"Adel I. El-Ansary","doi":"10.1080/1046669X.2016.1147899","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147899","url":null,"abstract":"The historical roots of marketing stretch back over 100 years to the early conceptualizations of distribution grounded in economics. These core distribution functions still need to be performed today by firms evolving continually to meet the needs of our present and future markets. The technologies themselves have changed from horse and wagon, to motor vehicles, to e-marketing with perhaps future autonomous aircraft “drone”delivery, as each technology has been replaced in turn with a more efficient, more “modern” technology to meet the needs of customers of the time. However, these new technologies must still be focused on the key marketing goal of facilitating exchange. This goal has not changed over the marketing century and is not likely to do so in the future. Throughout this long history, marketing-related organizations and marketing functions (or flows) have been central to theory development. Perhaps one reason for this focus is that it is these organizations executing the marketing functions within marketing channels that service the needs of their customers domestically and internationally. The discipline appears to continue to believe that eliminating a function cripples the channel. But the modern-day marketing “identity crisis” recognized by some scholars does not appear to fully consider the historical development of the discipline. Debates about the nature and scope of marketing, disciplinary boundaries and theoretical bases, and the synergistic relationship between theory and practice seem to lack a foundation in institutional historical memory. Perhaps this is in part the result of a decline in the attention paid to the study of the historical development of the discipline, such as the early—but still important—work of Wroe Alderson and Robert Bartels, who so greatly shaped mainstream modern marketing thought. The purpose of this Special Issue is to consider the history of marketing channels as a lens to focus on where we have been, where we are, and where we might be headed both theoretically and managerially. In this age of e-commerce transforming social media (or perhaps vice versa?), it would seem helpful to reflect on the past and consider the implications for how theory and practicemay evolve: we are thinking of the past and present as prologue. We see, for instance, how the “old” tools of direct marketing are being applied in fresh new ways to online marketing. Some examples of the research that would be welcomed include the following:","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147899","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842919","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147885
B. Gillespie, M. Rogers
Past research considering environmentally and socially sustainable supply chain management practices has demonstrated that focusing solely on upstream activities of the supply chain is no longer sufficient, warranting considerations of consumer perceptions of firm behaviors within the supply chain. This article addresses this directly, offering empirical evidence indicating that sustainable supply chain management practices result in more favorable consumer brand evaluations and increased purchase intentions. This effect is operationalized through consumers' self-brand connections and cognitive dissonance such that sustainable supply chain management simultaneously increases connections between individuals and the brand but decreases the psychological discomfort associated with cognitive dissonance.
{"title":"Sustainable Supply Chain Management and the End User: Understanding the Impact of Socially and Environmentally Responsible Firm Behaviors on Consumers' Brand Evaluations and Purchase Intentions","authors":"B. Gillespie, M. Rogers","doi":"10.1080/1046669X.2016.1147885","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147885","url":null,"abstract":"Past research considering environmentally and socially sustainable supply chain management practices has demonstrated that focusing solely on upstream activities of the supply chain is no longer sufficient, warranting considerations of consumer perceptions of firm behaviors within the supply chain. This article addresses this directly, offering empirical evidence indicating that sustainable supply chain management practices result in more favorable consumer brand evaluations and increased purchase intentions. This effect is operationalized through consumers' self-brand connections and cognitive dissonance such that sustainable supply chain management simultaneously increases connections between individuals and the brand but decreases the psychological discomfort associated with cognitive dissonance.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147885","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842532","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147339
O. Ferrell, L. Ferrell, Jack C. Massey
The purpose of this overview is to present a framework that provides the context for understanding corporate social responsibility and ethics in marketing channels and supply chains. First, definitions of ethics, social responsibility, and sustainability are provided from a supply chain perspective. Next, an overview of the International Organization for Standardization is provided as an important benchmark to manage ethics, compliance, and social responsibility. In addition, there is an overview of the five articles that have been included in this special issue that address contemporary issues. These issues include the need for private governance in the supply chain, following up on audit results, a theoretical model to demonstrate how sustainable supply chain management influences consumers' brand evaluations and intended behaviors, nonprofit franchising to achieve a social purpose, and the integral role of corporate social responsibility in apparel retail supply chains.
{"title":"Ethics and Social Responsibility in Marketing Channels and Supply Chains: An Overview","authors":"O. Ferrell, L. Ferrell, Jack C. Massey","doi":"10.1080/1046669X.2016.1147339","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147339","url":null,"abstract":"The purpose of this overview is to present a framework that provides the context for understanding corporate social responsibility and ethics in marketing channels and supply chains. First, definitions of ethics, social responsibility, and sustainability are provided from a supply chain perspective. Next, an overview of the International Organization for Standardization is provided as an important benchmark to manage ethics, compliance, and social responsibility. In addition, there is an overview of the five articles that have been included in this special issue that address contemporary issues. These issues include the need for private governance in the supply chain, following up on audit results, a theoretical model to demonstrate how sustainable supply chain management influences consumers' brand evaluations and intended behaviors, nonprofit franchising to achieve a social purpose, and the integral role of corporate social responsibility in apparel retail supply chains.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147339","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842284","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147340
D. Thorne, Floyd F. Quinn
Although there has always been risk in business, information availability, globalization, outsourcing, and electronic commerce have fundamentally changed how and where business takes place. These developments have led to more formal approaches for managing the entire enterprise, including those dedicated to understanding vulnerabilities and mitigating risks in the supply chain. Today, legal compliance, contractual compliance, and associated risk management systems are required, but insufficient, for the satisfactory performance of individual suppliers and the entire supply chain. This article describes noneconomic interdependencies in the supply chain and advocates for the role of social responsibility and private governance approaches for managing reputation. Through an analysis of supplier codes of conduct we examine marketing in practice and suggest future research opportunities.
{"title":"Private Governance in the Supply Chain","authors":"D. Thorne, Floyd F. Quinn","doi":"10.1080/1046669X.2016.1147340","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147340","url":null,"abstract":"Although there has always been risk in business, information availability, globalization, outsourcing, and electronic commerce have fundamentally changed how and where business takes place. These developments have led to more formal approaches for managing the entire enterprise, including those dedicated to understanding vulnerabilities and mitigating risks in the supply chain. Today, legal compliance, contractual compliance, and associated risk management systems are required, but insufficient, for the satisfactory performance of individual suppliers and the entire supply chain. This article describes noneconomic interdependencies in the supply chain and advocates for the role of social responsibility and private governance approaches for managing reputation. Through an analysis of supplier codes of conduct we examine marketing in practice and suggest future research opportunities.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147340","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842458","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147894
J. Fraedrich
This book was intuitively appealing because of its title, or in business jargon its “hook”: Corporate Social IRresponsibility. In the foreword, which all should read, the author maps out the book’s target market: MBAs. She extends through argument the position that many graduates of leading business schools— MBAs, CPAs, or attorneys—have not been sensitized to the specific dimension of corporate social responsibility. Alexander argues that we “need to examine our consciences collectively about how the business world could come to its current state of affairs” and confirms that “the challenge for business educators is to develop managers who will face up to the problematic issues, rather than skirt them or sweep them under the rug, so to speak, by fraud or material misstatement” (p. ix). These sentiments are not only factual in the present but also will become more so in the future. Business in the 21st century is faced with certain variables that were not present in centuries past. Technological advances within business, marketing channels, and logistics that were once assigned locally can now be outsourced globally. With the transformation of logistical systems many companies and products are using an omnichannel strategy. We are also seeing more perceived homogeneity within business across cultural and country barriers as evidenced by such strategic alliances as the North American Free Trade Agreement (NAFTA), the European Union (EU), Association of Southeast Asian Nations (ASEAN), and Mercado Común del Sur (or MERCOSUR) aswell as vertically integrated channel systems that many multinational companies have adopted. Within our time we are seeing an economic migration from country to company. Technology has erased many of the barriers to trade but with this integration comes the reality of actual versus perceived economic value both at the personal and the organizational level. From our 21st-century perspective this book helps give light to past and future problems. It should help those who teach and research. The book is comprised of three units containing 14 chapters, but the theoretical justification is found on page 26 within a “model”described as a theoretical orientation to the text. Alexander begins by using an open systems enterprisemodel along with stakeholder theory leading to the question of firm goals that incorporate behavioral theory of the firm, yielding managerial questions as well as the ethics of managerial decision-making. The following represents the approximate structure of the book’s “Theoretical Model”:
{"title":"Paula Alexander. Corporate Social Irresponsibility. New York, NY: Routledge (2015) pp. 413","authors":"J. Fraedrich","doi":"10.1080/1046669X.2016.1147894","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147894","url":null,"abstract":"This book was intuitively appealing because of its title, or in business jargon its “hook”: Corporate Social IRresponsibility. In the foreword, which all should read, the author maps out the book’s target market: MBAs. She extends through argument the position that many graduates of leading business schools— MBAs, CPAs, or attorneys—have not been sensitized to the specific dimension of corporate social responsibility. Alexander argues that we “need to examine our consciences collectively about how the business world could come to its current state of affairs” and confirms that “the challenge for business educators is to develop managers who will face up to the problematic issues, rather than skirt them or sweep them under the rug, so to speak, by fraud or material misstatement” (p. ix). These sentiments are not only factual in the present but also will become more so in the future. Business in the 21st century is faced with certain variables that were not present in centuries past. Technological advances within business, marketing channels, and logistics that were once assigned locally can now be outsourced globally. With the transformation of logistical systems many companies and products are using an omnichannel strategy. We are also seeing more perceived homogeneity within business across cultural and country barriers as evidenced by such strategic alliances as the North American Free Trade Agreement (NAFTA), the European Union (EU), Association of Southeast Asian Nations (ASEAN), and Mercado Común del Sur (or MERCOSUR) aswell as vertically integrated channel systems that many multinational companies have adopted. Within our time we are seeing an economic migration from country to company. Technology has erased many of the barriers to trade but with this integration comes the reality of actual versus perceived economic value both at the personal and the organizational level. From our 21st-century perspective this book helps give light to past and future problems. It should help those who teach and research. The book is comprised of three units containing 14 chapters, but the theoretical justification is found on page 26 within a “model”described as a theoretical orientation to the text. Alexander begins by using an open systems enterprisemodel along with stakeholder theory leading to the question of firm goals that incorporate behavioral theory of the firm, yielding managerial questions as well as the ethics of managerial decision-making. The following represents the approximate structure of the book’s “Theoretical Model”:","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147894","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842813","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147896
A. Touboulic
The year 2015 marked a turning point for sustainable development as a global political concept. World leaders adopted the United Nations 2030 Agenda for Sustainable Development in September that in...
{"title":"Thomas E. Johnsen, Mickey Howard, and Joe Miemczyk. Purchasing and Supply Chain Management: A Sustainability Perspective. Oxon, UK: Routledge (2014) pp. 420","authors":"A. Touboulic","doi":"10.1080/1046669X.2016.1147896","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147896","url":null,"abstract":"The year 2015 marked a turning point for sustainable development as a global political concept. World leaders adopted the United Nations 2030 Agenda for Sustainable Development in September that in...","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147896","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842867","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147892
Sonali Diddi, Linda S. Niehm
The apparel industry supply chain is complex and constantly under scrutiny for its adherence to socially responsible practices. Thus, corporate social responsibility has emerged as an important aspect of business strategy for retail brands. A growing number of consumers expect apparel companies to exercise ethical behavior in their corporate business practices that aligns with consumers' own values and lifestyle choices. The purpose of this study was to develop and empirically test an integrative model based on macrotheories of human behavior. Study findings from a national sample of 407 consumers in the United States revealed that universalistic values, moral norms, expectations of ethical behavior, knowledge of environmental issues in the apparel industry, and attitudes all had significant and positive effects on consumers' patronage intentions toward retail apparel brands engaged in socially responsible supply chain activities.
{"title":"Corporate Social Responsibility in the Retail Apparel Context: Exploring Consumers' Personal and Normative Influences on Patronage Intentions","authors":"Sonali Diddi, Linda S. Niehm","doi":"10.1080/1046669X.2016.1147892","DOIUrl":"https://doi.org/10.1080/1046669X.2016.1147892","url":null,"abstract":"The apparel industry supply chain is complex and constantly under scrutiny for its adherence to socially responsible practices. Thus, corporate social responsibility has emerged as an important aspect of business strategy for retail brands. A growing number of consumers expect apparel companies to exercise ethical behavior in their corporate business practices that aligns with consumers' own values and lifestyle choices. The purpose of this study was to develop and empirically test an integrative model based on macrotheories of human behavior. Study findings from a national sample of 407 consumers in the United States revealed that universalistic values, moral norms, expectations of ethical behavior, knowledge of environmental issues in the apparel industry, and attitudes all had significant and positive effects on consumers' patronage intentions toward retail apparel brands engaged in socially responsible supply chain activities.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2016.1147892","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59842710","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}
Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147341
Tracy L. Gonzalez-Padron
Ethics and sustainability audits are a common practice to evaluate the social and environmental performance of vendors, but firms struggle with proper follow-up to the auditing results. In a supply chain workshop, business participants identified four challenges that relate to communication and collaboration among the actors of a supplier audit. The first challenge is managing information from the supply chain, the second is motivating suppliers to pay for audits and complete questionnaires, the third is responding to audit results uncovering ethical violations in the supply chain, and the fourth is increasing awareness for a responsible supply chain among buyers. Considering the marketing, supply chain, and ethics literature, this article explores the ethical issues of a supply chain that drive supplier audits and defines the actors of a supplier audit. Core marketing theories on interorganizational relationships guide a research agenda for responding to challenges in effective follow-up to supplier audits.
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Pub Date : 2016-03-30DOI: 10.1080/1046669X.2016.1147891
Elizabeth Crawford-Spencer, F. Cantatore
Social franchising has been utilized by social enterprises in a variety of ways, yet franchising as a marketing channel structure in the social enterprise context is a relatively new area of research. There is a need for better understanding of the various forms of the phenomenon and clarification of its fundamental meaning. This article examines franchising in the nonprofit sector by modeling social franchising according to the first of the four indicators derived from the social enterprise literature—social purpose over profit. The article suggests that there are distinct models of social franchising applied in marketing channels and supply chains that can be identified according to the for-profit or nonprofit status of the contracting parties. Finally, the article presents a pilot Australian case study conducted through a qualitative in-depth interview that considers the effectiveness of applying a social franchising model in the context of one form of social franchising known as microfranchising. This study provides foundational findings for future research in the nascent area of social franchising.
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