Chartering marketing strategy and marketing management research toward greater relevance and impact
Gespeichert in:
| Autor*in: |
Madhavaram, Sreedhar [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2024 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of business research - New York, NY : Elsevier, 1973, 178(2024) vom: Mai, Artikel-ID 114667, Seite 1-13 |
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| Übergeordnetes Werk: |
volume:178 ; year:2024 ; month:05 ; elocationid:114667 ; pages:1-13 |
| Links: |
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| DOI / URN: |
10.1016/j.jbusres.2024.114667 |
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| Katalog-ID: |
1892060671 |
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| 982 | |2 26 |1 00 |x DE-206 |b While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments. | ||
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10.1016/j.jbusres.2024.114667 doi (DE-627)1892060671 (DE-599)KXP1892060671 DE-627 ger DE-627 rda eng Madhavaram, Sreedhar verfasserin aut Chartering marketing strategy and marketing management research toward greater relevance and impact Sreedhar Madhavaram 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Marketing strategy (dpeaa)DE-206 Managerial relevance (dpeaa)DE-206 Knowledge types for relevance (dpeaa)DE-206 Marketer relevance (dpeaa)DE-206 Marketing management (dpeaa)DE-206 Practical impact (dpeaa)DE-206 Relevance framework (dpeaa)DE-206 Scholarly impact (dpeaa)DE-206 Scholarly relevance (dpeaa)DE-206 Enthalten in Journal of business research New York, NY : Elsevier, 1973 178(2024) vom: Mai, Artikel-ID 114667, Seite 1-13 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:178 year:2024 month:05 elocationid:114667 pages:1-13 https://www.sciencedirect.com/science/article/pii/S0148296324001711/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2024.114667 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 178 2024 5 114667 1-13 26 01 0206 454130208X x1z 24-06-24 26 00 DE-206 While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments. |
| spelling |
10.1016/j.jbusres.2024.114667 doi (DE-627)1892060671 (DE-599)KXP1892060671 DE-627 ger DE-627 rda eng Madhavaram, Sreedhar verfasserin aut Chartering marketing strategy and marketing management research toward greater relevance and impact Sreedhar Madhavaram 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Marketing strategy (dpeaa)DE-206 Managerial relevance (dpeaa)DE-206 Knowledge types for relevance (dpeaa)DE-206 Marketer relevance (dpeaa)DE-206 Marketing management (dpeaa)DE-206 Practical impact (dpeaa)DE-206 Relevance framework (dpeaa)DE-206 Scholarly impact (dpeaa)DE-206 Scholarly relevance (dpeaa)DE-206 Enthalten in Journal of business research New York, NY : Elsevier, 1973 178(2024) vom: Mai, Artikel-ID 114667, Seite 1-13 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:178 year:2024 month:05 elocationid:114667 pages:1-13 https://www.sciencedirect.com/science/article/pii/S0148296324001711/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2024.114667 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 178 2024 5 114667 1-13 26 01 0206 454130208X x1z 24-06-24 26 00 DE-206 While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments. |
| allfields_unstemmed |
10.1016/j.jbusres.2024.114667 doi (DE-627)1892060671 (DE-599)KXP1892060671 DE-627 ger DE-627 rda eng Madhavaram, Sreedhar verfasserin aut Chartering marketing strategy and marketing management research toward greater relevance and impact Sreedhar Madhavaram 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Marketing strategy (dpeaa)DE-206 Managerial relevance (dpeaa)DE-206 Knowledge types for relevance (dpeaa)DE-206 Marketer relevance (dpeaa)DE-206 Marketing management (dpeaa)DE-206 Practical impact (dpeaa)DE-206 Relevance framework (dpeaa)DE-206 Scholarly impact (dpeaa)DE-206 Scholarly relevance (dpeaa)DE-206 Enthalten in Journal of business research New York, NY : Elsevier, 1973 178(2024) vom: Mai, Artikel-ID 114667, Seite 1-13 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:178 year:2024 month:05 elocationid:114667 pages:1-13 https://www.sciencedirect.com/science/article/pii/S0148296324001711/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2024.114667 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 178 2024 5 114667 1-13 26 01 0206 454130208X x1z 24-06-24 26 00 DE-206 While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments. |
| allfieldsGer |
10.1016/j.jbusres.2024.114667 doi (DE-627)1892060671 (DE-599)KXP1892060671 DE-627 ger DE-627 rda eng Madhavaram, Sreedhar verfasserin aut Chartering marketing strategy and marketing management research toward greater relevance and impact Sreedhar Madhavaram 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Marketing strategy (dpeaa)DE-206 Managerial relevance (dpeaa)DE-206 Knowledge types for relevance (dpeaa)DE-206 Marketer relevance (dpeaa)DE-206 Marketing management (dpeaa)DE-206 Practical impact (dpeaa)DE-206 Relevance framework (dpeaa)DE-206 Scholarly impact (dpeaa)DE-206 Scholarly relevance (dpeaa)DE-206 Enthalten in Journal of business research New York, NY : Elsevier, 1973 178(2024) vom: Mai, Artikel-ID 114667, Seite 1-13 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:178 year:2024 month:05 elocationid:114667 pages:1-13 https://www.sciencedirect.com/science/article/pii/S0148296324001711/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2024.114667 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 178 2024 5 114667 1-13 26 01 0206 454130208X x1z 24-06-24 26 00 DE-206 While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments. |
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10.1016/j.jbusres.2024.114667 doi (DE-627)1892060671 (DE-599)KXP1892060671 DE-627 ger DE-627 rda eng Madhavaram, Sreedhar verfasserin aut Chartering marketing strategy and marketing management research toward greater relevance and impact Sreedhar Madhavaram 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Marketing strategy (dpeaa)DE-206 Managerial relevance (dpeaa)DE-206 Knowledge types for relevance (dpeaa)DE-206 Marketer relevance (dpeaa)DE-206 Marketing management (dpeaa)DE-206 Practical impact (dpeaa)DE-206 Relevance framework (dpeaa)DE-206 Scholarly impact (dpeaa)DE-206 Scholarly relevance (dpeaa)DE-206 Enthalten in Journal of business research New York, NY : Elsevier, 1973 178(2024) vom: Mai, Artikel-ID 114667, Seite 1-13 Online-Ressource (DE-627)320511251 (DE-600)2013438-1 (DE-576)090954998 0148-2963 nnns volume:178 year:2024 month:05 elocationid:114667 pages:1-13 https://www.sciencedirect.com/science/article/pii/S0148296324001711/pdf Verlag lizenzpflichtig https://doi.org/10.1016/j.jbusres.2024.114667 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 178 2024 5 114667 1-13 26 01 0206 454130208X x1z 24-06-24 26 00 DE-206 While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments. |
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26 00 DE-206 While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments Chartering marketing strategy and marketing management research toward greater relevance and impact Sreedhar Madhavaram Marketing strategy (dpeaa)DE-206 Managerial relevance (dpeaa)DE-206 Knowledge types for relevance (dpeaa)DE-206 Marketer relevance (dpeaa)DE-206 Marketing management (dpeaa)DE-206 Practical impact (dpeaa)DE-206 Relevance framework (dpeaa)DE-206 Scholarly impact (dpeaa)DE-206 Scholarly relevance (dpeaa)DE-206 |
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code="y">x1z</subfield><subfield code="z">24-06-24</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">While marketing research can influence the thinking, decisions, and actions of different stakeholders (including the academy, society, students, and practitioners), the majority of marketing research aims for impacting marketing scholars and practitioners. Noting that the key to creating impact is through scholarly and marketer (managerial) relevance, this editorial (i) defines marketer relevance and scholarly relevance, (ii) develops a relevance framework for marketing scholarship, (iii) discusses the foundations with high scholarly and/or marketer relevance from Shelby D. Hunt's contributions to marketing strategy and marketing management (MS&MM) research, (iv) discusses the special issue articles in terms of foundations from Shelby D. Hunt's contributions and their original contributions, and (v) develops a charter - a strategic roadmap - for MS&MM research. The editorial concludes with suggestions for MS&MM scholars and acknowledgments.</subfield></datafield></record></collection>
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