Publications:

Ch. Homburg, M. Droll, D. Totzek (2008), Customer Prioritization: Does It Pay Off and How Should It Be Implemented?, Journal of Marketing, forthcoming.

X. Luo, Ch. Homburg, (2008), Satisfaction, Complaint, and the Stock Value Gap, Journal of Marketing, forthcoming.

 IJRM/MSI Special Issue on Organic Growth

Reminder: IJRM Organic Growth special issue submission deadline

Paper submission for the IJRM/MSI Special Issue on Organic Growth
(Editors: David James, Donald Lehmann, Russell Winer)

Submission deadline: June 30, 2008
Online submission site: http://ees.elsevier.com/ijrm  (Please choose article type “Special Issue Organic Growth”)
Inquiries: editors-ijrm@few.eur.nl

The International Journal of Research in Marketing (IJRM) and the Marketing Science Institute (MSI) are sponsoring a special IJRM issue dedicated to conceptual and empirical studies across a broad range of organic growth issues: how to generate, evaluate and implement growth options. Papers covering but not limited to the following areas are welcome:

Generation of growth options

• Where do growth ideas come from?
• How much growth comes from “big ideas” vs minor innovations?
• What is the return on organic growth efforts?
• What metrics capture/predict the quality of growth initiatives?

Implementation of Growth Options

• What resources are needed to promote growth options once they are identified?
• What elements of the marketing mix are most crucial for driving growth?
• How should the marketing department interface with other parts of the organization?

Organizational Issues

• Which types of organizations (structure, culture) are most effective for producing organic growth?
• What capabilities are most crucial and how can they be measured?
• Is entrepreneurship or intrapreneurship more effective?
• Is there a sustainable growth process?
• Are there important country/culture differences in growth strategies?
• What are the best incentives to drive growth?
• What is the impact of growth initiatives on employees?
• How can you get an organization to focus on organic growth?
• Can growth be outsourced? 

General

• How does organic growth relate to market orientation, satisfaction, CRM, Branding, etc.?
• What are the social welfare impacts of a focus on organic growth?

Corporate Communications: An International Journal

Special issue call for papers

International Communication Strategies of Technology or Knowledge Companies

This special issue welcomes papers with profound analysis of innovative theory, empirical research, case studies, or practice arising from international communication strategies in the technology and knowledge environments. The communication function in the technology and knowledge environment is more than the classical approaches to marketing, advertising and public relation. Companies are employing innovative communication strategies in hope to generate more venture capitalists’ interests from overseas to supplement the local business or investment. The developments of overseas alliances and partnerships as well depend on a company’s success in their international communication strategies.

Research studies on a wide variety of topics in relation to the international communication strategies of technology or knowledge companies, industries and economies will be suitable for this special issue and might include (but is not limited to) the following:

• The role of international communication strategies in policy planning and marketing of technology companies.
• How a company’s international communications influence business performance, technology marketing development and knowledge marketing?
• The role of international communication strategies in service delivery of knowledge companies.
• Do international communication strategies play a significant role in the venture capitalists interests?
• The creation of effective international communication strategies for stakeholders’ management in a technology-based and knowledge based economy.
• Does a company’s corporate social responsibility play a role in the international communication strategies of technology or knowledge companies?
• The risk and crisis involved in international communication.
• How international communication strategies help a knowledge-based company to develop a better recognition?
• Human roles or software roles in international communication strategies.

Prospective contributors with queries concerning the potential suitability of topics, Guest Editors’ expectations, or additional requirements about this special issue are invited to contact directly by email either to Dr. Lynn Lim (lynnlklim@gmail.com) or Professor T.C. Melewar (t.c.melewar@brunel.ac.uk). Submission should be between 4000 and 6000 words in length and articles should follow the author guidelines as specified by the journal (http://www.emeraldinsight.com/info/journals/ccij/notes.jsp).

Deadline for submissions : October 1, 2008
Notification to authors : January 30, 2009
Deadline for revisions : March 1, 2009
Publication : July, 2009

Papers should be submitted as electronic attachments in MS Word file to the Guest Editors:

Dr. Lynn L. K. Lim     
School of Business and Social Sciences 
Roehampton University
Email: lynnlklim@gmail.com     

Professor T. C. Melewar   
Brunel Business School
Brunel UniversityEmail: t.c.melewar@brunel.ac.uk

Journal of Consumer Marketing
Special issue on Marketing issues serving the bottom of the pyramid

CALL FOR PAPERS

The Editor of Journal of Consumer Marketing invites practitioners, consultants, and academics to submit papers worthy of contribution to the literature for a special issue devoted to serving the bottom strata of the customer pyramid.

Recent research has called into question the necessity of serving the wealthiest strata of the customer pyramid.  Companies in developed countries still seek significant profits from customers at the top of the pyramid.   Early conceptual development cited the advantages and potential profits of serving less affluent consumers at the bottom of the customer pyramid..  Such efforts require a radical departure from the traditional approaches to products and services, product benefits, distribution and pricing.  While some research has questioned the value of serving the bottom of the pyramid, the concept has generated considerable marketing thought.

Possible topics will include, but are not limited, to the following:

• Is the bottom of the pyramid a viable market segment?
• What changes will marketers need to implement in their products, promotions, distribution, and pricing to serve the BOP?
• What are the service development issues for the BOP?
• How should marketers listen for the voice of the BOP customer?
• Specific marketing research techniques required by the BOP.
• What are the economics of serving the bottom of the pyramid?
• Best practices in dealing with bottom of the pyramid customers.
• What [marketing] skills are needed to maximize efforts?
• How do you turn BOP marketing strategies into profit?
• How do you create/implement a profitable bottom of the pyramid marketing program?
• What role does technology play in serving the bottom of the pyramid customer?
• Bottom of the pyramid: Opportunities And Challenges

Papers may be the result of empirical research, comprehensive literature reviews, case studies,  marketing practices, or thoughtful analysis.  However, to be accepted for publication, all manuscripts must provide practical applications of material presented.  Author guidelines and other information can be found on the journal homepage at  www.emeraldinsight.com/jcm.htm It is necessary that you follow these guidelines for your submissions to be accepted for review.

Final manuscripts should be sent directly to Dr. Richard C. Leventhal by 30 June 2008.

Journal of Consumer Marketing is indexed and abstracted in Emerald Management Reviews, Academic Research,Autographics, Business & Industry, Business Source, Cabell's Directory of Publishing Opportunities in Management and Marketing, Collectanea Corporate, Current Citations Express, EP Collection, e-psyche, Expanded Academic Index, Galileo, General Reference Center, Innovative, ISI Alerting Services, Manning & Napier, MasterFILE, OCLC, Scandinavia, and Telebase.

Journal of Historical Research in Marketing
Call for Papers

The Journal of Historical Research in Marketing (JHRM) focuses onmarketing history and the history of marketing thought. Marketing is defined broadly to include the activities involved in commercial exchange and other commercial-like activities. Marketing history includes, but is not limited to, the histories of advertising, retailing, channels of distribution, product design & branding, pricing strategies, and consumption behaviour - all studied from the perspective of companies, industries, or even whole economies. The history of marketing thought examines the histories of marketing ideas, concepts, theories, and schools of marketing thought including the lives and times of marketing thinkers.

Call for Papers
History broadens and deepens our understanding of marketing.  It provides a context and perspective for contemporary marketing practices and ideas.  Nevertheless, marketing history is also valuable in its own right and for its own sake.  Marketing history is studied within a broad range of related historical disciplines including business history, social and cultural history, marketing, and other business disciplines. JHRM welcomes high quality, original research that encompasses that broader range of historical approaches, philosophical positions, and methodologies. The distinguishing theme is its historical orientation. 

JHRM is now inviting submissions for the journal. The journal welcomes high quality, original research that encompasses that broader range of historical approaches, philosophical positions, and methodologies.

Coverage includes:

* Marketing history
* History of marketing thought
* Advertising history
* Retailing history
* History of consumption
* Historiography
 
Papers should:

* Have a clear statement of purpose
* Have a clear statement of importance; why the paper was written and what it contributes to the body of knowledge
* Use primary data sources where available and appropriate
* Be well-written and readable
* Present reliable and valid conclusions appropriate to the methodology used
* Be completely free of spelling and grammatical errors.

Submissions should be sent electronically in either PDF (preferred) format or MS Word format as an email attachment to the Editor:

Professor D.G. Brian Jones
Brian.Jones1@quinnipiac.edu

Please include the phrase 'JHRM Submission' in your email subject line.
Title the submission file attached with the lead author's surname.

Full author guidelines can be found at:
http://www.emeraldinsight.com/info/journals/jhrm/notes.jsp

Call for Papers
Journal of Business and Industrial Marketing

Special Issue: Networks as Learning Organisations

The deadline for submission is January 30th, 2009

Topic of the Special Issue
The Journal of Business and Industrial Marketing announces a Call for Papers for a Special Issue on Networks as Learning Organisations.  It has been stated that in the new economic logic of value creation only two assets are thought to matter: knowledge and relationships (Ford and Hakansson, 2006).  These concepts are clearly not mutually exclusive.  Companies engage in value creation activities not only through making their offerings more intelligent but by making their customers and suppliers more intelligent as well (Thirkell, 1997).  Put differently, the most effective networks will also be the most intelligent in creating value through their underlying systems and activities (Möller and Rajala, 2007).  New initiatives, such as CRM 2.0, seek to understand the influence of such “intelligent” customers and suppliers on organisational learning.  The useful knowledge created in such networks might be via formal processes or through informal situations and fortunate circumstance.  In whatever form and manner knowledge is created, if it is transient in nature then this represents a lost learning opportunity.  This, then, raises a rather obvious but relatively under-examined question: how do networks create, learn from, and retain ‘useful’ knowledge? (Johnston et al. 2006).

Evidence points to companies such as Toyota and Honda who have increased their consumer products market share in North America partly as a result of their approach to supplier relations.  These organizations strive to understand their suppliers’ operations and cultures in order to better support and develop their capabilities as well as learn themselves (Liker and Choi, 2004).  Similarly, 3M describes itself in terms of a “culture of innovation” reflected in its emphasis on human creativity and learning capabilities (Hatch, 2000).  In contrast, the perceived technology development bias at Philips Consumer Electronics led to it being complacent and lethargic at the expense of other learning opportunities in its network in areas such as product design and marketing.  In sum, organisations and networks that emphasise continuous learning and improvement opportunities stand to generate useful knowledge in the areas of improved production processes, new market opportunities, competitor threats, scarce sources of supply and innovation among many other key competitive drivers.

Activities in business networks related to the development of inter-firm relationships and the coordination of activities among network members raises questions regarding network partner choice, learning capabilities, and realizable and desirable performance outcomes.  This is reflected in the concerns of Hunt and Lambe (2000: 14), who ask “…under what circumstances will firms developing relationships with such entities as suppliers, competitors, employees and customers be likely to lead to enhanced [financial] performance?”  We propose that the answers to such questions may be found, at least in part, in: (1) the nature and purpose of the interactions which take place between network partners and (2) the collective learning capabilities which may result from such interactions.  These views raise questions about networks and the manner in which they learn:

i. How do networks learn and how do they learn to learn?
ii. What aspects of collaborative activity enhance learning in networks?
iii. What activities stimulate incremental knowledge and learning?
iv. How might different levels of network analysis (individual, group, firm, and industry) aid our understanding of the learning process?
v. What are the social processes of knowledge production?
vi. How and when does learning in networks lead to innovation?
vii. To what extent would the level of knowledge codification in a network and the ability to access and share knowledge between network partners affect the learning capabilities and outcomes in networks?
viii. How do firms learn from the capabilities of network partners?
ix. How might new initiatives, such as CRM 2.0, redefine organisational learning in business to consumer markets?

The special issue would welcome all papers that address all aspects of research into networks as learning organisations and network dynamics applied to business and industrial markets.  As the Journal of Business and Industrial Marketing is widely read by an academic and business audience, all submissions should include implications for practitioners. 

Process for the submission of papers:
Papers submitted must not have been published, accepted for publication, or presently be under consideration for publication.  Submissions should be approximately 6,000 words in length.  Copies should be submitted via email Word attachment (in one file including all figures and tables) to both special issue editors.  The first page must contain the title, author/s, and contact information for the author(s).  For additional guidelines including the requirement for a structured abstract, please see the “Notes for Contributors” from a recent issue of the Journal of Business and Industrial Marketing, or see the home page at www.emeraldinsight.com/jbim.htm .  Suitable articles will be subjected to a double-blind review; hence authors should not identify themselves in the body of the paper.

Please address questions to the special issue editors:

Dr Linda D. Peters l.peters@uea.ac.uk   +44 (0)1603-593331
Dr Andrew D. Pressey a.pressey@uea.ac.uk +44 (0)1603-591181

Norwich Business School
University of East Anglia
Norwich
NR4 7TJ
United Kingdom

International Journal of Technology Marketing (IJTMkt)
Call For papers
Special Issue on: "R&D, Innovation and Marketing -
How to Convince Internal and External Stakeholders of Technological Innovations"

Guest Editors:
Dr. Alexander Brem, VEND consulting GmbH & Friedrich-Alexander University of Erlangen-
Nuremberg, Germany
Prof. Dr. Liora Katzenstein, Israel School of Entrepreneurial Management and Innovation,
Israel & Swinburne University of Technology, Australia
Dr. Hashem Sherif, AT&T, USA
Prof. Dr. Kai-Ingo Voigt, Friedrich-Alexander University of Erlangen-Nuremberg, Germany

The term "innovation" is nowadays used in almost every context in daily life. There is no company which does not use it within their internal and external communications. In this context, many of them neglect the fact that innovations can provoke resistance to change. Therefore, today, maybe more than ever before, it is important for companies to continuously build up sustainable competitive advantages by offering innovative products and services. People need to be permanently engaged to define the reasons for change, what should be changed and who should carry the necessary changes. This becomes even more important as the innovation process itself keeps permanently changing, particularly through one of the main trends of the last years: open innovation.

Hence, the aim of this special issue is to look at the challenges of internal and external communication related to major technological innovations within large enterprises. The selection of large entities is because this is where the resistance to change can be the strongest. Not only internal groups such as employees or managers have to be convinced, but also external stakeholders such as customers, suppliers, legislators or shareholders. In order to achieve this, specific management techniques, organisational routines and technology marketing methods are needed.

Potential authors are invited to submit contributions that could shed light on the organisational impact of innovations in marketing and in technology. The goal is to prepare a reference issue that can be of immediate use to those interested in the management of innovation and its implications, whether they are academics, practitioners and researchers.

Subject Coverage

Suitable topics include, but are not limited to:

• Technology and marketing in major enterprises
• Marketing of technological innovation
• Internal and external communication of change
• Involvement of employees in innovative activities
• Integration of external partners in the innovation process
• The role of open innovation in facilitating change
• Change management in large organisations
• Effects of group think and/or group blindness on resistance to change
• Organisation theory and its impact on innovation marketing
• Management best practice
• Innovation networks and clusters
• The role of new business incubators
• Venture management and corporate entrepreneurship
• Initiativeness and responsibility in the intrapreneurial process

Notes for Prospective Authors
Submitted papers should not have been previously published nor be currently under consideration for
publication elsewhere.
All papers are refereed through a double-blind peer review process. A guide for authors, sample copies
and other relevant information for submitting papers are available on the Author Guidelines page.

Important Dates
1-2 page abstract (max. 1200 words): 1 June 2008
Notification to authors: 15 July 2008
Submission of manuscripts: 30 September 2008
Notification to authors: 30 November 2008
Final drafts of papers: 31 January 2009

Editors and Notes
You may send one copy in the form of an MS Word file attached to an e-mail (details in Author Guidelines) to the following:

Dr. Alexander Brem (Coordinator)
Friedrich-Alexander University of Erlangen-Nuremberg
VEND consulting GmbH
Burgschmietstr. 2-4
90419 Nuremberg
GERMANY
E-mail: brem@industriebetriebslehre.de

Prof. Dr. Liora Katzenstein
Swinburne University of Technology, Australia
Israel School of Entrepreneurial Management and Innovation
P.O.Box 39163
61391 Tel-Aviv
ISRAEL
E-mail: dean@isemi.org

Dr. Hashem Sherif
AT&T
Room C5-2D18
200 S. Laurel Avenue
Middletown, NJ 07748
USA
E-mail: hsherif@comcast.net

Prof. Dr. Kai-Ingo Voigt
Friedrich-Alexander University of Erlangen-Nuremberg
School of Business and Economics
Lange Gasse 20
90403 Nuremberg
GERMANY
E-mail: voigt@industriebetriebslehre.de

with a copy to: IEL Editorial Office
E-mail: ijtmkt@inderscience.com
Please include in your submission the title of the Special Issue, the title of the Journal and the name of the Guest Editors

Website
http://www.inderscience.com/browse/callpaper.php?callID=930