European Journal of Marketing

Anthony C. Cunningham

doi: 10.1108/03090569910274311pmid: N/A

In the light of the new millennium, discusses the shift in the power of paradigms, humorously illustrated with the examples of Christopher Columbus, Eratosthenes, Copernicus and Galileo. Tackles the problems involved in curriculum design, including the conflicting reductionist and constructivist epistemologies. Explores the concept of teaching myopia and the principles involved in pedagogy and andragogy. Highlights various approaches towards learning, covering traditional, action and Revans' approaches. Outlines results, which suggest that graduates are not meeting the expectations of their employers in a variety of skills, including communication, teamwork and negotiation skills. Analyses what is perceived as a key attribute by Irish marketing practitioners and suggests radical changes in the methods used in the classroom.

Nigel F. Piercy

doi: 10.1108/03090569910274320pmid: N/A

Argues that fundamental mistakes have been made in the way in which business school professors have been managed in many schools. The effects of our well-meaning actions in enhancing income and conditions for this fortunate group of people has exploded in our faces and left us with many professors who contribute little to their universities, their disciplines or professional groupings, or to industry and commerce. It may not be too late to rebuild the academic leadership of the key business disciplines so they fulfil their promise, but this first demands that this problem should be recognised and addressed.

Joseph Dunne

doi: 10.1108/03090569910274339pmid: N/A

Addresses the issues inherent when analysing marketing philosophy and knowledge, illustrates by examples from various philosophers, pricipally Aristotle. Explores the relationship between knowledge and action, questioning what kind of knowledge informs good practice. Highlights two types of knowledge, "technical rationality" and "practical judgment", and the kinds of activities encapsulated within each paradigm. Covers the character of the natural sciences including the proven and established theories of the technicist logic and the varied and unpredictable nature of the social sciences, incorporated within practical judgment. Suggests that properties required by a trainee in the practical field in order to learn good practice and "judgment", include resourcefulness and flexibility.

Christopher E. Hackley

doi: 10.1108/03090569910274348pmid: N/A

Discusses issues concerning the relationship between codified marketing theory and practical strategic marketing expertise, particularly with respect to the importance of "tacit" or unarticulated knowledge. The trajectory of argument draws attention to the role of words as symbolic modelling devices and explores implications of this position for theorising marketing expertise. Makes use of a multidisciplinary perspective and draws material from work in cognitive science, the psychology of expertise and the philosophy of science. Sets the problematisation of practical theory in marketing within a broader context of a possible epistemological "crisis" of rationality in practical disciplines. The conclusion suggests that an epistemology of expertise for marketing management demands both theoretical and linguistic sophistication and implies a pedagogic shift towards a model of philosophic enquiry in marketing.

Laurence O’ Connell; Paula Clancy; Chris van Egeraat

doi: 10.1108/03090569910274357pmid: N/A

Explores the link between research practice and business education. The work of Michael Porter has a long association with the field of marketing. Focuses on the Porter's diamond model of national competitive advantage (1990). Draws on recent experiences from an empirical investigation into sources of competitive advantage and suggests that the model is useful as a conceptual framework for practitioner-orientated discourse concerning developmental issues. Outlines the process of review that led to a set of specific action outcomes. Doing so highlights the reflective nature of the research process and provides insights into the usage of theory in a pragmatic manner. In particular, suggests that for those "less steeped in the management life-world" such an account may facilitate a reflective turn in their appreciation of the relationship between marketing management theory and practice.

Philip J. Trocchia; David Berkowitz

doi: 10.1108/03090569910274366pmid: N/A

Addresses the socialization process among marketing doctoral students. Four modes of doctoral student socialization are provided from depth interviews conducted with 28 purposively selected individuals. These four modes are based upon two characteristics: degree of program structure, or formal socialization; and degree of student-faculty interaction, or informal socialization. Reveals five factors that informants identified as contributors toward the professional success of a marketing doctoral student: inner desire, communitas, practicality in research, networking, and brand equity.

Esmail Salehi‐Sangari; Tim Foster

doi: 10.1108/03090569910274401pmid: N/A

Investigates the increasing interest by educators to provide students with the international management and research skills that are becoming more necessary as we enter the twenty-first century. Highlights the need for the internationalisation of curriculum, as well as the faculty and instructors who teach such courses. Presents two cases of such internationalisation efforts in Iran and Sweden. Explores the internationalisation of the courses and the instructors who taught them over a three-year period; certain positive and negative aspects to these experiences are identified and presented. Suggests that such research on the successes and failures in such cases serve as a foundation to continue research in other settings, so as to learn more about how to continue with efforts to internationalise both curriculum and faculty.

Pierre Berthon; Leyland Pitt; Constantine Katsikeas

doi: 10.1108/03090569910274465pmid: N/A

Explores inter-functional differences between marketing and other departments from a decision-making perspective, with particular emphasis on managers' perceptions of problems. Problems are differentiated along two main axes: operational-strategic and structured-unstructured. The concept of decision-making context is introduced as the ratio of problem types encountered. To differentiate managers on an individual level, the construct of perception type is examined. Suggests that, by relying on certain psychological functions in preference to others, individuals will attempt to formulate and solve problems in disparate ways. Based on a survey comparing top and middle marketing managers with managers from technical areas, significant differences are found in terms of perceptions of decision-making context. Perception type is also found to be a significant factor, explaining more variance in decision-making context than inter-functional differences. The implications for managerial action are explored both in terms of developing inter-functional relations and enhancing the effectiveness of inter-functional teams.