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Bridging the gap: reflections on theorizing with managers

Bridging the gap: reflections on theorizing with managers PurposeThe purpose of this paper is to reflect on Nenonen et al.’s paper on theorizing with managers. This paper discusses differences between marketing science and marketing practice and gives suggestions to reduce the theory–praxis gap. It gives examples of quantitative studies that have been performed with practioners and use the choices proposed by Nenonen et al. to draw conclusions.Design/methodology/approachThis paper is based on personal experience of the author, which is supported by a substantial number of empirical studies.FindingsCooperation with marketing managers/decision-makers is most successful when the initiator is the practitioner. Public policy and litigation are the most promising areas for cooperation. It is difficult to publish the outcomes of these “joint” studies in top journals.Originality/valueThis study extends and continues the results of the study by Nenonen et al. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Bridging the gap: reflections on theorizing with managers

Leeflang, Peter S.H.
European Journal of Marketing , Volume 51 (7/8): 8 – Jul 11, 2017
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References (24)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0309-0566
DOI
10.1108/EJM-03-2017-0172
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to reflect on Nenonen et al.’s paper on theorizing with managers. This paper discusses differences between marketing science and marketing practice and gives suggestions to reduce the theory–praxis gap. It gives examples of quantitative studies that have been performed with practioners and use the choices proposed by Nenonen et al. to draw conclusions.Design/methodology/approachThis paper is based on personal experience of the author, which is supported by a substantial number of empirical studies.FindingsCooperation with marketing managers/decision-makers is most successful when the initiator is the practitioner. Public policy and litigation are the most promising areas for cooperation. It is difficult to publish the outcomes of these “joint” studies in top journals.Originality/valueThis study extends and continues the results of the study by Nenonen et al.

Journal

European Journal of Marketing – Emerald Publishing

Published: Jul 11, 2017

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