Hitherto, the pure marketing concept has focused on creating value for firms and their customers in a manner consistent with the Dominant Social Paradigm (DSP). Nevertheless, as the sustainability paradigm established stronger roots over the last few decades, the marketing discipline may benefit by creating value from a broader perspective to stimulate shared prosperity and wealth for society at large. This paper proposes a four-stage model of value creation that classifies sustainability-oriented marketing approaches guided by different economic paradigms and different levels of involvement. This commentary provides a framework for organizations to reframe their marketing approach. The goal is to gravitate from a firm-centric approach to a society-centric approach to enhance societal well-being.

Up to now, far more attention has been paid to assessing the environmental, social, and economic aspects of sustainability. However, what makes this paper distinct is that it proposes a guiding framework that can be employed as a useful tool for business enterprises and other related stakeholders in transforming the potential of marketing disciplines towards upper levels of marketing orientations and sustainable consumption patterns. This present paper follows a typological model that classifies the conceptual approximations that are relatively dispersed in the literature. In doing so, the authors trace back to Kotler’s distinction of positive and normative scopes of marketing, then based on this dichotomy, they propose five different sustainability marketing levels and tag them. This paper aims to provide a convenient roadmap for traditional growth-oriented and transitionary firms who are stuck in short-term positive marketing level and thus need to include sustainability and sufficiency as the most prospective options for long term competitive advantage.

Thus far, Luxury as Usual has rested on conventual forms of value, such as rarity, excellence, and uniqueness. Nevertheless, today, luxury value perceptions have been changing dramatically, with the emergence of new luxury consumption patterns as well as sustainability-oriented value perspectives. The overarching aim of the current study is to guide tradition-bound luxury brands in attaining competitive advantage by tapping into the key determinants of sustainable luxury. In tackling the key determinants, the paper aspires to provide a theoretical lens by building on the “Four-Stage Model of Value Creation for Sustainability-Oriented Marketing”. This paper also offers a roadmap for luxury brands in transforming their traditional-oriented marketing strategies by providing a “4 × 6 Matrix for the Key Determinants of Sustainable Luxury”, which codifies and systematizes sustainability-oriented luxury marketing.

This chapter describes the interplay between marketing and innovation, between the “emergent marketing paradigm” and open innovation, and at a further level, between “sustainable marketing paradigm” and post open innovation, not to mention how these two disciplines provide ground for each other in increasing market share, boosting firm performance and producing value-added results for society. Over the last decade, both marketing and innovation have been navigating into a new phase. The third wave of open innovation, together with the “sustainable marketing paradigm,” heralds a profound change concerning how sustainable value is created through open value networks (OVNs) in a post-innovation era.

This study aims to explore the relationship between customer orientation, innovative and organizational performance as well as to ascertain crowdsourcing’s mediating role in augmenting innovative performance in the Turkish Defense and Aerospace Industry. A survey was distributed to 54 C-level executives who are members of Turkish Defense and Aerospace Manufacturers Association (SaSAD). First, a regression analysis was used to predict the impact of customer orientation on innovative and organizational performance. Then, a hierarchical regression analysis was performed to assess if crowdsourcing has a positive impact on enhancing innovative performance. While customer orientation has a somewhat moderate impact on organizational performance, it enhances organizations’ innovative performance to a great extent. Furthermore, while innovative performance does not have an immediate positive impact on organizational performance in the short-term, crowdsourcing significantly helps organizations to augment their innovative performance. Whereas extant studies of strategic orientation have focused mainly on the orientation–performance relationship, very few studies provided quantitative evidence regarding the exclusive impact of customer orientation on performance. More importantly, this study aims to explore the mediating role of crowdsourcing between customer orientation and innovative performance in the Turkish defence and aerospace industry, which has a completely peculiar structure.