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Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

Grounded in stakeholder theory, the study provides a conceptualization of stakeholder orientation based on cultural values that is distinctive from stakeholder responsiveness and examines the relationship of stakeholder responsiveness to firm performance. The study determines the mediating role of marketing outcomes on the impact of stakeholder responsiveness on firm performance. Multiple regression analysis tests hypotheses using a data set consisting of qualitative data obtained from corporate documents and quantitative data from respected secondary sources.

Our findings provide support for stakeholder marketing creating a strong relationship to organizational outcomes. There exists a positive relationship between stakeholder responsiveness and firm performance through customer satisfaction, innovation, and reputation.

Our definition implies that stakeholder responsiveness is acting in the best interests of the stakeholder as a responsible business. This study shows that stakeholder marketing may not always represent socially responsible marketing. Further research could explore how and why firms may not respond ethically and responsibly to stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

Reported are three experimental studies which assess the consensual availability of the interpretive variables of the behavioural perspective model (BPM) of consumer choice. In Study 1, students (N = 39) acting as judges rated 18 consumer behaviour settings according to their relative scope; in Study 2, students (N = 18) acting as judges rated 18 consumer situations according to their respective contingency categories predicted by the model. Study 3 involved a simplification of the procedure tested in the second experiment: two market research executives used simplified descriptions of the consumer situations to allocate them within the BPM contingency matrix. The studies confirm the consensual availability of the variables employed in the model, confirming the relevance of its variables to the interpretation of consumer behaviour in situ. They also permit the comparison of the performances of student and non‐student participants as expert judges for experiments of this kind.

Consumer theory and research are generally founded on the assumption that observed behaviour is mediated by intrapersonal events. This pervasive view now threatens to impede theoretical development by precluding the establishment of models based on alternative assumptions. Following Feyerabend's advocacy of the active interplay of tenaciously held, incommensurable theories as an essential component of scientific progress, this article examines the relevance to consumer theory of radical behaviourism, which accords explanatory power exclusively to the environmental consequences of behaviour, denying causative significance to intrapersonal processes and events.

The hypothesis that broadly defined managerial functions can be subdivided on the basis of their members′ internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms of Kirton′s adaption‐innovation theory, was tested. Data from samples of British (N = 115), Australian (N = 123) and American (N = 131) mid‐career managers undertaking MBA programmes who completed the Kirton Adaption‐Innovation Inventory (KAI) and provided employment histories displayed the expected patterns of task orientation and cognitive style. Implications for adaption‐innovation theory and the management of organisational change are briefly discussed.

The identification of consumer innovators offers marketing managers the opportunity to tailor new products to the buyers who initiate the diffusion of innovations. Progress has been made in identifying such consumers in economic and social terms, but there are advantages of cost and convenience in isolating the personality profiles of innovators, during pre‐launch product testing. However, innovative consumer’s personality traits proved elusive. Reports an investigation of innovative brand choice in the context of new food purchasing employing the Kirton Adaption‐Innovation Inventory (KAI). This test of cognitive style correlates with several personality traits associated with innovativeness; it also has high validity in the prediction of behaviour. The research investigated the predictive validity of the KAI over a range of product continuity/discontinuity. The results suggest an operational measure of product continuity/discontinuity and supports the use of the KAI as a marketing tool.

Mixed emotions (i.e. consumer ambivalence) play a central role in approach‐avoidance conflicts in retailing. In order to assess how consumer ambivalence impacts shopping behaviour, this paper seeks to conceptualize and investigate the multi‐dimensional antecedents of approach‐avoidance conflicts, experienced by shoppers in changing retail environments, and the importance of approach‐avoidance conflicts for consumers' decision to stay and complete their purchase in that particular shopping channel.

Using a cross‐country study, which compared online and offline consumers, the paper tested the influence of the situation, product, and reference group on shoppers' intentions; and identified how consumers' mixed emotions influenced approach‐avoidance conflicts in different retail settings.

Whereas some distinctions could be drawn between online and offline contexts when examining the impact of market‐related, product‐related and social factors on consumers' decision to shop (H1, H2, H3 and H4), no clear distinction could be drawn between online and offline channels in terms of mediating effects of mixed emotions (H5, H6 and H7). Mixed emotions (ambivalence) did mediate the impact of certain product‐related, market‐related and personal factors on consumers' intention to purchase.

Retailers need to reduce the impact of consumers' emotional responses to the retail setting where mixed emotions are likely to lead to consumers leaving the stores. For online shops, those retailers are successful who are able to induce behavioural reactions that make consumers return and explore the web site and not use it for search only.

Responding to calls for further research on mixed emotions and their consequences, the paper captures the complex impact of consumers' mixed emotions on approach‐avoidance conflicts, and thereby extends earlier work on consumer ambivalence.

The identification of consumer innovators offers marketing managers the opportunity to tailor new products to the buyers who initiate the diffusion of innovations. Progress has been made in identifying such consumers in economic and social terms, but there are advantages of cost and convenience in isolating the personality profiles of innovators, especially during pre‐launch product testing. But innovative consumers' distinctive personality traits have proved elusive. This article reports an investigation of innovative brand choice in the context of new food product purchasing which employed the Kirton Adaption‐Innovation Inventory (KAI). This highly reliable test of cognitive style correlates with several personality traits known to be associated with innovativeness; it also has high validity in the prediction of behaviour over a wide range of contexts. The research reported went beyond the common expectation of a simple, direct relationship between personality and brand choice to investigate the predictive validity of the KAI over a range of product continuity/discontinuity. The results are considerably more encouraging than those of earlier research for the identification of personality/consumer choice links. They suggest an operational measure of product continuity/ discontinuity and support the use of the KAI as a viable marketing tool.