All Stories

  1. The Role of Analytics Orientation on Advanced Analytics Adoption in SMEs (Small and Medium-Sized Enterprises)
  2. The Curvilinear Impact of Environmental Sustainability Strategies on Cost and Profit Growth: The Moderating Influence of Operations, R&D, and Logistics Capabilities
  3. Scholarly pursuit of marketing as a phenomenon and marketing phenomena
  4. Microfoundations of sales and sales-allied capabilities
  5. Building on and galvanizing AMS Review’s progress
  6. Capability development for sustainable marketing: A theoretical framework
  7. AI for marketing: Enabler? Engager? Ersatz?
  8. Marketing theory development, theory use, and research programs
  9. Impact of customized price promotions on deal response: the roles of functional impulsivity, promotion frame, emotional arousal, and self-enhancement
  10. Chartering marketing strategy and marketing management research toward greater relevance and impact
  11. Building upstream supplier capabilities for downstream customization: The role of collaboration capital
  12. AI-Enabled marketing capabilities and the hierarchy of capabilities: Conceptualization, proposition development, and research avenues
  13. Building capabilities for software development firm competitiveness: The role of intellectual capital and intra-firm relational capital
  14. An AI decision‐making framework for business value maximization
  15. Capability bundling for effective supply chain management: An integrative framework and research agenda
  16. Continuing the manifesto conversation: Toward building a renewal capability for the marketing discipline
  17. The marketing discipline’s troubled trajectory: The manifesto conversation, candidates for central focus, and prognosis for renewal
  18. Technology-enabled sales capability: A capabilities-based contingency framework
  19. Strategic solutions for the climate change social dilemma: An integrative taxonomy, a systematic review, and research agenda
  20. Masterful operant resources, masterful marketing competences, and the masterful marketing academic
  21. Users' Willingness to Provide Information Requirements for Systems Development
  22. A Strategic Marketing Framework for Emerging Out of the Climate Change Social Trap: The Case of the Fashion Industry
  23. Building customisation capability in B2B marketing: the role of organisational capital
  24. Shelby D. Hunt’s contributions to the marketing discipline: Research programs, impact, and compelling opportunities
  25. The conceptual contributions of Shelby D. Hunt: Foundations for advancing the marketing discipline
  26. Coopetitive innovation alliance performance: Alliance competence, alliance’s market orientation, and relational governance
  27. Strategy, Decision Making, and Cognition
  28. SUMMATIVE AND FORMATIVE EVALUATION OF MARKETING TEACHING PORTFOLIOS: A PEDAGOGICAL COMPETENCE-BASED RUBRIC
  29. Adaptive marketing capabilities, dynamic capabilities, and renewal competences: The “outside vs. inside” and “static vs. dynamic” controversies in strategy
  30. The Role of Hedonic and Utilitarian Motives on the Effectiveness of Partitioned Pricing
  31. DEVELOPING AND DEMONSTRATING EFFECTIVE PEDAGOGY IN MARKETING EDUCATION: PEDAGOGICAL COMPETENCE AS AN ORGANIZING FRAMEWORK FOR TEACHING PORTFOLIOS
  32. The Role of Hedonic and Utilitarian Motives on the Effectiveness of Partitioned Pricing
  33. Resource orchestration and dynamic managerial capabilities: focusing on sales managers as effective resource orchestrators
  34. Mirroring the Boss: Ethical Leadership, Emulation Intentions, and Salesperson Performance
  35. Strategy, Decision Making, and Cognition
  36. Customizing business-to-business (B2B) professional services: The role of intellectual capital and internal social capital
  37. ICTs in the context of disaster management, stakeholders, and implications
  38. From “virtuous” to “pragmatic” pursuit of social mission
  39. The Service-Dominant Logic of Marketing: Theoretical Foundations, Pedagogy, and Resource-Advantage Theory Shelby D. Hunt and Sreedhar Madhavaram
  40. Influence of congruity in store-attribute dimensions and self-image on purchase intentions in online stores of multichannel retailers
  41. Knowledge needs of firms: the know-x framework for marketing strategy
  42. Deconstructing Research on Information Technology (IT) Capabilities: Implications for Marketing Strategy
  43. Relationship marketing strategy: an operant resource perspective
  44. The appropriateness of different modes of strategy from a product-market perspective
  45. Research on Smart Shopper Feelings: An Extension
  46. Managerial action and resource‐advantage theory: conceptual frameworks emanating from a positive theory of competition
  47. Multinational enterprise competition: grounding the eclectic paradigm of foreign production in resource‐advantage theory
  48. Approaching global industrial marketing from a managerial cognition perspective: a theoretical framework
  49. Global Virtual Sales Teams (GVSTs ): A Conceptual Framework of the Influence of Intellectual and Social Capital on Effectiveness
  50. Transference and congruence effects on purchase intentions in online stores of multi-channel retailers: initial evidence from the U.S. and South Korea
  51. Knowledge-based sales management strategy and the grafting metaphor: Implications for theory and practice
  52. Developing complex, business‐to‐business products: issues and implications
  53. Developing Pedagogical Competence: Issues and Implications for Marketing Education
  54. The potential implications of web-based marketing communications for consumers' implicit and explicit brand attitudes: A call for research
  55. Developing a Learning Orientation: The Role of Team-Based Active Learning
  56. Workplace Spirituality and the Selling Organization: A Conceptual Framework and Research Propositions
  57. Exploring Marketing Students’ Perceptions of Pedagogical Innovations Using the Critical Incident Technique (CIT) Approach
  58. The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy
  59. What Firms Learn Depends on What Firms Know: The Implications of Prior Knowledge for Market Orientation
  60. Teaching Marketing Strategy: Using Resource-Advantage Theory as an Integrative Theoretical Foundation
  61. The explanatory foundations of relationship marketing theory
  62. For dynamic relationship marketing theory: a reply to Rese
  63. Marketing Strategy
  64. Marketing Strategy