This article elaborates and extends the Vargo and Lusch (2004a) service-dominant (S-D) logic thesis. Three linked exchange-enablers and their potential for improving value-in-use are discussed: first, relationships to give structural support for the creation and application of knowledge resources (relating); second, communicative interaction to develop these relationships (communicating); and third, the knowledge needed to improve the customer's service experience (knowing). These activities are integrated within an augmented S-D exchange model, and the implications for co-creating value are discussed. Finally, the argument is put that a customer's value-in-use begins with the enactment of value propositions, and the development of reciprocal value propositions is discussed in the context of the notion of sustainable betterment.

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This article examines the principles and practices of the marketing system within corporate social responsibility and sustainable development frameworks to argue that responsible marketing and sustainable marketing are not synonymous ideas. The article identifies misleading assumptions about progress through economic growth and preference satisfaction and highlights the issues to be confronted by marketers to fully address the social and ecological crisis of destructive overconsumption. The basic rationale for the developmental welfare marketing course of action is outlined, and this systemic policy is distinguished from the conventional appropriative form of managerial marketing. A radical new logic for marketing as a social process requiring thinking beyond the discipline is called for. The result of this review is an agenda for a sustainable society purpose and form for marketing, part of a catalytic movement, outlined in an emergent set of transdisciplinary propositions that reflect disillusionment with current values and beliefs.

The practice of tele-or home-working, has been adopted by an increasing number of companies and workers in response to the changing economic and social needs that characterise the world of work today. Working from home brings new challenges as well as benefits, and a variety of studies have examined the impact of tele-working in terms of such benefits and costs. Few studies, however, have focused on the emotional impact that working away from the office may have on workers as they cope with new technologies, reduced support, increased social isolation and other changes. This neglect of the feelings of workers reflects a somewhat wider neglect in the arena of emotion at work in general. The present study aims to redress this balance through a qualitative pilot study that examines the changing emotions that tele-workers experience. The implications of the study for tele-workers and managers are outlined.

The concept of internal marketingThe need for real improvement in organizational capability for, and the delivery of, valuable customer service, which matches customer needs, as a basis for competitive strategy and competitive advantage has received widespread attention in the academic and professional management literature (Christopher et al., 1991;Wilson et al., 1992). To date, however, most of the attention has been focused on service providers, particularly health care, financial and professional services in the USA (George, 1986;Grönroos, 1983;Gummesson, 1991a;Schlesinger and Heskett, 1991), and the service element of what manufacturing organizations do for their customers has yet to be fully addressed. Some work has recognized that all suppliers are service providers and that value is increasingly being created for customers through distinctive service competence (Quinn et al., 1990). This "servitization" (Vandermerwe and Rada, 1988) is resulting in more employees becoming service providers, to one another and to customers. A service-centred business philosophy is called for and competitive advantage is increasingly achieved through the mobilization of the accumulated "know-how" of individual employees to create value for customers through processes (service activities) which are not easily imitable.There is continuing internal resistance to marketing in some organizations, particularly when the pursuit of a marketing organization would require major change (Kotler, 1986). In addition much of the work on quality management has failed to deal with the clear link with the role of marketing in securing a customer focus in the organization. Gummesson (1987a) is an exception in identifying quality as "the most important weapon in the marketing warfare".Internal marketing was originally proposed as an approach to service management which entailed the application of the traditional marketing concept and the associated marketing mix inwards within an internal market, in which employees are treated as customers of the organization in order to improve corporate effectiveness by improving internal market relationships (Helman and Payne, 1992). Internal marketing has been proposed as a management approach which enables and motivates all members of the