Beyond the Core Triad: Just What Do Marketing Academics Do Outside of Teaching, Research, and Service?

Rapert, Molly Inhofe; Kurtz, David L.; Smith, Scott

doi:10.1177/0273475302242009

Cited by 13 publications

(20 citation statements)

References 11 publications

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“…Lammers (1981), who proclaims that "it is possible for scholars to be scholarly consultants" but it is "empirically rare why should not those less gifted mortals, who apparently are endowed 'only' with scientific capacities and inclinations be permitted to stick to their métier?" Finally, academic faculty, who are attempting to allocate their limited time, now have many more opportunities and obligations (Faria 2000, Rapert et al 2002. These opportunities and obligations include traditional teaching, executive education, Internet teaching, serving as expert witnesses, activities with academic centers, university service, overload teaching, doctoral programs, contract/grant research, and recruiting.…”

Section: Consultingmentioning

confidence: 99%

Editorial: Consulting, Research, and Consulting Research

Shugan

2004

Marketing Science

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Consulting and scholarly research often have very different objectives with respect to advancements in practice, theory, and observation (e.g., data collections). For example, consulting often emphasizes immediate benefits, specialized applications, and a focus on only the key variables. Scholarly research often emphasizes replicability, generalizability, and introducing previously uninvestigated variables. However, these activities complement each other, and each activity is important for the advancement of the other. Benefiting from that complementarity requires the literature to bridge knowledge gained from each activity. It is unnecessary for every researcher to try to bridge theory and practice by working on the interface between academics and practice. However, it is critical that some researchers do so. This issue of Marketing Science examines several excellent applications of Marketing Science that provide detailed microexaminations of the fundamental marketing practices that we seek to understand and improve. Beyond demonstrating how to solve specific problems in practice, in my opinion, the articles and commentaries in this issue also illustrate at least the following ideas: Short-term tactics can produce significant short-term advantages. Existing models in the literature can be useful with proper implementation. State-of-the-art research is most useful for infrequent decisions. Finally, knowing the decision-making context is essential for determining which variables to include in the analysis.

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Section: Consultingmentioning

confidence: 99%

Editorial: Consulting, Research, and Consulting Research

Shugan

2004

Marketing Science

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“…The allocation of activities within the core triad itself is not consistent from one institution to the next, with some colleges focusing primarily on teaching, some on research, and some on service, and some evenly balanced (Rapert et al, 2002). Bowen (2005, p. 634) asserts that ".…”

Section: Introductionmentioning

confidence: 99%

“…On the other hand, Kelley et al (1998) forecasting marketing education in the twenty-first century note that there will be a greater struggle to balance teaching and research in the face of more pressure for teaching and service. Additionally, Rapert et al (2002) argue that most business professors offer their considerable skills to clients outside the standard core of responsibilities, engaging in consulting projects, training activities, personal business ventures, outside teaching, expert witness engagements and contract/grant researches. Teaching appears to be the primary beneficiary once that these experiences are the answer to criticism that professors need more real-world experience.…”

Section: Introductionmentioning

confidence: 99%

Marketing professors: paths and perspectives

Bacellar

Ikeda²

2006

European Business Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The objective of this paper is to study how marketing professors see their job. How they assess their career paths, the reasons, and motivations underlying their professional choice, their points of view on the practices they employ, and their problems and difficulties, as well as the solutions they have found during the course of their professional development. Design/methodology/approach -This study is exploratory and qualitative. Grounded theory technique was employed to collect and analyse the data. Findings -There is a substantial diversity of professional paths and a quest for satisfaction and pleasure associated with the relative freedom and lower stress of the teaching profession, as compared to executive life.Research limitations/implications -The exploratory and non-conclusive nature hinder the findings to be generalised and the wideness of the problem making the analysis broad but not deep. Practical implications -Understand marketing professors and raise some ideas about how to improve teaching performance. Originality/value -The work should be of interest to academics, professors and educational organizations seeking to improve marketing teaching and learning.

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“…University business faculty members are evaluated and rewarded for their performance in the three areas of teaching, research, and service (Fairweather 2005;Rapert, Kurtz, and Smith 2002). Depending on a number of factors, the emphasis placed on each of these performance areas varies widely (Association to Advance Collegiate Schools of Business [A ACSB] 2003[A ACSB] , 2004.…”

mentioning

confidence: 99%

“…Professors may also feel more competent or comfortable in one work area and, as a result, choose to concentrate their work efforts on teaching or research. Thus, both internal and external forces significantly influence the roles and motivations of faculty members at today's colleges and universities (Boya, Robicheaux, and Dotson 1992;Rapert, Kurtz, and Smith 2002).…”

mentioning

confidence: 99%