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Article
Publication date: 5 April 2011

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…

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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

European Journal of Marketing, vol. 45 no. 4
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 6 April 2010

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…

3274

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.

Details

Journal of Organizational Change Management, vol. 23 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Available. Content available
Article
Publication date: 12 September 2008

Elina Gaile-Sarkane

461

Abstract

Details

Baltic Journal of Management, vol. 3 no. 3
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 1 March 2011

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.

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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.

Details

Journal of European Industrial Training, vol. 35 no. 2
Type: Research Article
ISSN: 0309-0590

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