Marketing and the Creative Problem-Solving Process

Titus, Philip A.

doi:10.1177/0273475300223006

Cited by 76 publications

(77 citation statements)

References 11 publications

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“…As stated earlier, researchers have repeatedly viewed creativity as an activity designed to solve challenging problems in a novel manner… Amabile (1983) suggested that creative ideas or solutions should be useful, novel, and appropriate to the task at hand. The theoretical perspective of creativity adopted here is consistent with past marketing research that has viewed creativity as a problem-solving activity (Anderson, 2006;Lunsford, 1990;Titus, 2000) (Excerpt from Titus, 2007).…”

Section: Introductionsupporting

confidence: 65%

Bullying versus creativity: Mutually exclusive workplace behaviors

Smith

2017

ASSRJ

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Applied creativity relies on workers who trust the environment and feel confident in making uncustomary strides to solve everyday problems. However, when employees face workplace bullying, the opportunity for true creativity is compromised as the brain is thrown into a flight or fight response, instead of a state that allows for creativity. Hence, this essay will discuss the behavioral response and brain damage experienced by the targets of workplace bullying. Recent studies show that true damage to the brain occurs for those dealing with intense stress on the job; in addition, damage to the organization occurs as well. Therefore, this essay reflects on how the creative process, which is needed in tough economic times, is truly compromised by workplace bullying.

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Section: Introductionsupporting

confidence: 65%

Bullying versus creativity: Mutually exclusive workplace behaviors

Smith

2017

ASSRJ

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“…Using an example of Matsushita Electric Industrial Company, Gross (1989) suggests that innovation can be achieved by focusing on a series of small, incremental changes of product/service. Not only does marketing try to solve customers' problems in creative ways, but it also can be viewed as the process of developing and offering creative or innovative solutions to customer problems (Titus, 2000). In other words, the process of coming up with an innovation product/service may be as important as the innovative finished product/service.…”

Section: Innovationmentioning

confidence: 99%

Closing the marketing strategy to performance gap: the role of brand orientation

Wong

Merrilees

2007

Journal of Strategic Marketing

118

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Recently there has much interest in the role of marketing contributing to firm performance. However, in practice, because of implementation difficulties intended strategy often falls short of optimum performance. The purpose of this paper is to report a recent empirical study that can close the gap between marketing strategy and performance. We empirically investigate whether brand orientation can partly close the strategy-performance gap. Empirical evidence was collected from a sample of 403 Australian firms. Marketing strategy and innovation level were found to influence significantly brand performance. In turn, brand orientation moderated the path from marketing strategy to brand performance. The results suggest that brand orientation, marketing strategy and innovation can influence brand performance and it is brand orientation that offers extra benefits in terms of partly closing the strategyperformance gap.

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“…Possible ways of improving equipment has been tied to sensitivity to problems, just to name one industrial example (Merrifield et al, 1962). Titus (2000) argued that:…”

Section: Evaluation Of Ideasmentioning

confidence: 99%