Conceptualising and measuring defensive marketing orientation (DMO)

Some inaugural thoughts on assessing marketing's place in 'society's doghouse'

Tony Woodall, Stephen Swailes

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Many have suggested marketing should be at the heart of organisational decision making whilst, coincidentally, lamenting its continued failure to earn strategic sway. Blame is frequently applied to the organisation itself, implying that marketers are unfairly marginalised. For marketing to succeed, however, it must appear both credible and contemporary, yet there is substantive research suggesting, 1) marketing's reputation is far from ideal and, 2) that practitioners remain tethered to traditional means of endeavour, often counter-productive in the context of newer, customer-focused, manifestos. Analysis of both marketing and psychology literatures reveals a lack of tools for determining marketer attitudes toward marketing orientation (MO) or post-MO concerns and, consequently, the commitment of the agent most critical to marketing's aspirations is rarely tested. This paper makes a case for rectifying such discrepancy and, via critical reflection on recent measurement debates, suggests an inaugural perspective on how evaluation might be achieved. An agenda for further research is offered, too.

Original languageEnglish
Pages (from-to)345-364
Number of pages20
JournalJournal of Strategic Marketing
Volume17
Issue number5
DOIs
Publication statusPublished - 5 Oct 2009
Externally publishedYes

Fingerprint

Place marketing
Marketing orientation
Marketing
Marketers
Aspiration
Critical reflection
Discrepancy
Agenda
Psychology
Organizational decision making
Evaluation

Cite this

@article{44d57b02534040d4963405284a68756e,
title = "Conceptualising and measuring defensive marketing orientation (DMO): Some inaugural thoughts on assessing marketing's place in 'society's doghouse'",
abstract = "Many have suggested marketing should be at the heart of organisational decision making whilst, coincidentally, lamenting its continued failure to earn strategic sway. Blame is frequently applied to the organisation itself, implying that marketers are unfairly marginalised. For marketing to succeed, however, it must appear both credible and contemporary, yet there is substantive research suggesting, 1) marketing's reputation is far from ideal and, 2) that practitioners remain tethered to traditional means of endeavour, often counter-productive in the context of newer, customer-focused, manifestos. Analysis of both marketing and psychology literatures reveals a lack of tools for determining marketer attitudes toward marketing orientation (MO) or post-MO concerns and, consequently, the commitment of the agent most critical to marketing's aspirations is rarely tested. This paper makes a case for rectifying such discrepancy and, via critical reflection on recent measurement debates, suggests an inaugural perspective on how evaluation might be achieved. An agenda for further research is offered, too.",
keywords = "Attitude measurement, Critical marketing, Defensive marketing, Marketer attitudes",
author = "Tony Woodall and Stephen Swailes",
year = "2009",
month = "10",
day = "5",
doi = "10.1080/09652540903216254",
language = "English",
volume = "17",
pages = "345--364",
journal = "Journal of Strategic Marketing",
issn = "0965-254X",
publisher = "Routledge",
number = "5",

}

TY - JOUR

T1 - Conceptualising and measuring defensive marketing orientation (DMO)

T2 - Some inaugural thoughts on assessing marketing's place in 'society's doghouse'

AU - Woodall, Tony

AU - Swailes, Stephen

PY - 2009/10/5

Y1 - 2009/10/5

N2 - Many have suggested marketing should be at the heart of organisational decision making whilst, coincidentally, lamenting its continued failure to earn strategic sway. Blame is frequently applied to the organisation itself, implying that marketers are unfairly marginalised. For marketing to succeed, however, it must appear both credible and contemporary, yet there is substantive research suggesting, 1) marketing's reputation is far from ideal and, 2) that practitioners remain tethered to traditional means of endeavour, often counter-productive in the context of newer, customer-focused, manifestos. Analysis of both marketing and psychology literatures reveals a lack of tools for determining marketer attitudes toward marketing orientation (MO) or post-MO concerns and, consequently, the commitment of the agent most critical to marketing's aspirations is rarely tested. This paper makes a case for rectifying such discrepancy and, via critical reflection on recent measurement debates, suggests an inaugural perspective on how evaluation might be achieved. An agenda for further research is offered, too.

AB - Many have suggested marketing should be at the heart of organisational decision making whilst, coincidentally, lamenting its continued failure to earn strategic sway. Blame is frequently applied to the organisation itself, implying that marketers are unfairly marginalised. For marketing to succeed, however, it must appear both credible and contemporary, yet there is substantive research suggesting, 1) marketing's reputation is far from ideal and, 2) that practitioners remain tethered to traditional means of endeavour, often counter-productive in the context of newer, customer-focused, manifestos. Analysis of both marketing and psychology literatures reveals a lack of tools for determining marketer attitudes toward marketing orientation (MO) or post-MO concerns and, consequently, the commitment of the agent most critical to marketing's aspirations is rarely tested. This paper makes a case for rectifying such discrepancy and, via critical reflection on recent measurement debates, suggests an inaugural perspective on how evaluation might be achieved. An agenda for further research is offered, too.

KW - Attitude measurement

KW - Critical marketing

KW - Defensive marketing

KW - Marketer attitudes

UR - http://www.scopus.com/inward/record.url?scp=70449336729&partnerID=8YFLogxK

U2 - 10.1080/09652540903216254

DO - 10.1080/09652540903216254

M3 - Article

VL - 17

SP - 345

EP - 364

JO - Journal of Strategic Marketing

JF - Journal of Strategic Marketing

SN - 0965-254X

IS - 5

ER -