Oriol Iglesias, Alfons Sauquet and Jordi Montaña
The role of corporate culture in relationship marketing is significantly under‐researched, although there is evident consensus in the literature about the importance of this…
Abstract
Purpose
The role of corporate culture in relationship marketing is significantly under‐researched, although there is evident consensus in the literature about the importance of this topic. The purpose of this paper is to present a model for the corporate culture of a relationship‐marketing‐oriented company.
Design/methodology/approach
A qualitative methodology involving 58 in‐depth interviews that were analysed and interpreted from a grounded theory standpoint was adopted in order to build a conceptual model.
Findings
The two key shared values required to successfully put relationship marketing into effect are client orientation and a high degree of concern for employees. Furthermore, another six shared values (trust, commitment, teamwork, innovation, flexibility, and results orientation) also seem to facilitate the development of a relationship marketing orientation.
Research limitations/implications
Although the research methodology is qualitative and does not allow statistical generalisation, the study provides valuable insights into the role of corporate culture in relationship marketing.
Practical implications
The paper offers a guide to the values that should be developed in order to be able to put a relationship marketing orientation successfully into effect.
Originality/value
The paper proposes a model for the corporate culture of a relationship‐ marketing‐oriented company.
Details
Keywords
Eduard Bonet and Alfons Sauquet
The purpose of this paper is to present a critical view of rhetoric, science, scientific research, and management that discloses the role of rhetoric in these fields and that…
Abstract
Purpose
The purpose of this paper is to present a critical view of rhetoric, science, scientific research, and management that discloses the role of rhetoric in these fields and that offers a conceptual framework for this special issue of the Journal of Organizational Change Management.
Design/methodology/approach
The approach taken is a critical and historical analysis.
Findings
The following main topics are uncovered: first, even if we think on scientific theories in terms of the classical concept of proven knowledge by empirical evidence and logical deduction, they are constituted by propositions accepted by reasonable rhetorical arguments, which depend on the paradigm of each scientific community. Second, even if we consider that scientific research is a strictly rational activity that follows precise methods, it continuously involves rhetorical reflections, judgements, arguments and debates. Third, even if management sciences usually conceptualize management as activities led by rational arguments and decisions, management constantly involves rhetorical conversations, in which managers use language for achieving their aims.
Originality/value
Beyond the scope of many research papers and books that emphasize the role of rhetoric in science and in management, the paper offers a systematic approach on the foundations of the functions of rhetoric in science and in management.
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Keywords
Denis Harrington and Arthur Kearney
This paper aims to consider the extent to which business school transition has created new opportunities in management development, knowledge transfer and knowledge creation.
Abstract
Purpose
This paper aims to consider the extent to which business school transition has created new opportunities in management development, knowledge transfer and knowledge creation.
Design/methodology/approach
The paper is a critical review of knowledge exchange in a business school context with a particular focus on the “translation or management practice gap”.
Findings
Change in the nature of research undertaken in business schools opens up new opportunities for collaboration between academia and practice. The paper points to the need for more innovative forms of research engagement encouraging academic‐practitioner collaboration and practice‐based management development initiatives.
Research limitations/implications
The paper contributes to the debate on innovative forms of knowledge exchange and transfer and helps stimulate further studies examining potential approaches to fostering co‐learning and discovery and participatory forms of knowledge production.
Practical implications
Changes in business school environment and context offer opportunities for new modes of knowledge exchange both in management development and research. Practice based theory offers a new paradigm of management development.
Originality/value
Recent commentators refer to notions of academia and practice as “closed systems and self referential” and point to the requirement for greater attention on knowledge transfer, and to learn from knowledge transfer studies concerning practitioner/research communities of practice, networks and collaborations. The paper addresses this deficiency in the literature and points to key areas warranting further research.