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Harley-Davidson's first-ever chief marketing officer has his work cut out for him as the classic American motorcycle manufacturer seeks to curb slowing sales from aging customers. The dilemma: what to do with its less known and unprofitable Buell brand, which has a younger customer base? Which of five options continue its dual-brand strategy, double down on Buell, operate Buell as an endorsement brand, sell it, or discontinue the brand entirely will best attract younger buyers without alienating current diehard customers?

In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although Harley-Davidson had a record sales year in 2006 and had maintained a commanding share of the heavyweight motorcycle market for the previous decade, it needed to take new action to sustain its growth.

Richer needed to deliver a new generation of riders and a more diverse customer base, all without losing current Harley-Davidson customers. He also knew that he could not relax: the average tenure of a CMO in 2007 was only 27 months and a complete new product development cycle would take a minimum of four years.

After analyzing the case, students should be able to:

• Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research

• Understand the power of leveraging existing assets as opposed to innovating new products

• Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research

Understand the power of leveraging existing assets as opposed to innovating new products

Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

This biographical sketch aims to describe the life and career of William R. Davidson.

The biographical research used in this study draws upon extensive personal interviews with the subject, on some archival research, and on extensive analysis of the subject's published scholarship.

Davidson fashioned a distinguished career as a scholar, teacher, and consultant in retailing management. The founding mission statement for his consulting firm, Management Horizons, included the ambition to “advance the frontier of knowledge in the distribution industries”. His tremendous success in that endeavour over a period of half a century earned William R. Davidson the recognition as a pioneer in marketing.

This article is adapted with permission from a chapter titled “William R. Davidson (1919-): Mr Retailing”, in Pioneers in Marketing, published in 2012 by Routledge.

One of the most powerful and organizing methods in the world today revolves around the activities that individuals participate in and the subsequent interpersonal relationships that give people meaning in life. The paper aims to discuss these issues.

Today's society longs to add meaning and identity to their lives in a variety of ways. A sense of belonging, or a sense of community, has proven very impactful on the lives of many and creates certain changes to an individual's mindset that relate to the specific subsets of culture and consumption to which they identify with.

The authors find that Harley Davidson has a strong following in the USA and suggest that it might also have one in China.

In this paper, the authors attempt to define and better categorize a subset of the Harley Davidson following, while studying the habits, relationships, and reasoning behind both the new motorcycle owners, and the veterans of the Harley Davidson way of life. The authors will also attempt to analyze the role relationships (spouse, significant other, and friends or relatives) play in the decision to join this niche subculture. Analyzing these potential and newly converted Harley Davidson customers to gain insight and understanding about the deciding social factors at play in choosing this brand over the others is a primary focus. In studying this unique subculture of consumption, the authors hope to better understand the development and rationale of new Harley Davidson riders and to measure certain personal levels of enjoyment on an individual or group setting, and to analyze the impact on ones social image before and after purchase.

The purpose of this paper is to give tribute to William R. Davidson and his pioneering work with Management Horizons, the retail consultancy he cofounded along with numerous contributions he and the firm made to marketing thought and retail knowledge.

The essay relies on the corporate history of Management Horizons as well as other publications.

A more complete picture emerges of Davidson's role in bridging the world of academia with the world of practitioners involved in retailing and wholesaling.

The essay discusses Davidson's contributions to marketing as they relate to Management Horizons. But not all his contributions to marketing and retailing thought are presented.

Real life examples related to marketing thought and retail practices are discussed.

The essay offers a unique review of Davidson's role in the creation of one of the most important retail consultancies of the twentieth century.

The purpose of this article is to review the historical development of William Davidson's Retailing Management book that spanned six editions and 35 years and to evaluate its impact on retailing practice and education during that time period.

A participation-observation approach is used by the author whose personal involvement as a co-author of Davidson's book and as a professional colleague of Davidson provided him with unique insights into the development of retailing management and its impact on the profession of retailing. A critical review of Davidson's book is informed by personal reflections of the author.

The 50 years during which Davidson was an active scholar, consultant and businessman were very dynamic in terms of the changes that took place in the environment of retailing, the practice of retailing and the study of retailing. Throughout this period, the academic discipline of retailing changed a great deal, moving through eight very significant intellectual transitions. Davidson was an important participant and contributor to the advancement of the study of retailing throughout this half-century and led the move through most of these great transitions. This contribution is evident in the evolution of retailing management over its 35-year history.

No such prior review and critical evaluation has been published.

Provides a case study of the Harley Davidson Motor Co. Gives a brief history of the position of the company before outlining the turnaround by the new owners. Cites three practices which led to this improvement – employee innovation, just in time inventory and statistical operator controls. Highlights two‐way communication, management involvement and a culture that is not afraid to fail. Promotes a new relationship with unions and lists nine “musts” for employee involvement.

The purpose of this paper is to question whether the management studies is rigorous and/or relevant is a recurrent debate in the discipline. There is reason to believe that this dichotomy is simplistic as relevance is a consequence of rigor (defined in a variety of ways in the literature), whereas the epistemic value of rigor must per se be examined in more detail.

Drawing on the study of the analytical philosophy of Donald Davidson, rigor is here conceptualized as the capacity to examine how intersubjective meaning is constituted on the basis of the semantics of the everyday language.

In Davidson’s pragmatist view, individual beliefs are established through communication, and beliefs generate preferences and “pro-attitudes” that result in social action. Using Ian Hacking’s term undoing as a critique of a proposition or idea as being no contender for truth (or some other quality) at all, the paper questions the proposition that scientific rigor can be operationalized as the use of data collection and analysis methods developed in other and more authoritative disciplines, e.g. economics. On the contrary, to make accurate descriptions of beliefs, preferences and actions on the basis of the use of everyday language is the mark of scientific rigor in management studies.

The paper addresses the question of how rigorous research in management studies is essentially a matter of explanation, and that explanation, in turn, demands a more elaborate theory of action. The paper also introduces the work of Donald Davidson as an important figure when theorizing action.

The information age is upon us. In schools across the country, administrators are making important decisions about how best to employ computer technology. This case study of an expert educational administrator looks at computer use from a problem‐solving perspective, focusing on the relationship between how this school leader thinks about and acts on technological capacity. It examines the personal attributes and perceptions that underlie his effective application of technology and finds them interwoven with the same cognitive and behavior skills he employs across his problem solving. It explores the connections he makes between school and community and between administrative and instructional technology.

The purpose of this paper is to examine the concept of agency on basis of a pragmatist philosophy framework of analysis. Agency is a key analytical concept in management studies, debated in terms of its theoretical elements and its degree of empirical substantiation. Agency is commonly either assumed to be the case, understood as some generic human capacity to act with integrity, or, alternatively, agency is considered to be derived from social structures, say professional norms or occupational identities acquired through socialization. In contrast, in an attempt to escape the agency/structure model, agency may be considered as what is generated in and through meso-level interactions, constituted as recurrent practices wherein accomplishments in the past serve as the template for new activities that further reinforce agential capacities.

Drawing on the work of pragmatist philosopher Donald Davidson and what he calls the principle of charity, this paper presents an analytical model wherein agency is generated on basis of a shared everyday language wherein beliefs and preferences are constituted and thereafter serve as the basis of agential action.

Davidson’s externalist theory of action is supportive of the theory and study of meso-level interactions and helps to overcome the question whether agency is exogenously given or the effect of social structure.

This paper reviews recent social science literature on agency and introduces pragmatist philosophy concepts to better examine under what conditions social actors can reasonably have faith in an interaction being premised on beliefs that are held on basis of rational and reasonable grounds. This adds to an integrated theory of agency, being of importance for social theory and organizational analysis more specifically.