Professionalizing Marketing

PurposeThis paper seeks to study the changing role of training and development over a seven‐year period.Design/methodology/approachQuantitative analysis; comparative analysis of 763 training and development/HRD job advertisements featured over a seven month‐period in 1996‐1997 and in 2003‐2004.FindingsChange in the training and development role has been patchy and not as extensive as some of the literature has suggested.Research limitations/implicationsThe study was confined to training and development/HRD job advertisements from one, albeit leading, UK HR magazine and only allowed a seven‐year gap between the two sets of data gathered. It would have been interesting to have analysed job advertisements from multiple sources and over a longer period of time, and to have had a ten‐year gap between the two sets of data. However, the data gathering was a very time‐consuming process which limited the scope of the data gathered.Practical implicationsPractitioners need to consider how the training and development/HRD role is represented to the external world and the implications this has for the perceived image of the profession. Further, given the amount of resources invested in the recruitment process, those compiling job advertisements need to take care to ensure that the final product accurately reflects what is required of the post and incorporates any changes to the role over time.Originality/valueFirst study to use training and development/HRD job advertisements to examine the ways in which the role of training and development has changed.

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The influence of marketing from a power perspective

Merlo

2011

European Journal of Marketing

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PurposeBased on the widely held view that influence is exercised power, and in light of the suitability of power theory to studies of marketing's relative influence within the firm, this paper seeks to explore marketing's level of influence from a power perspective. The paper proposes and empirically tests a model in which the marketing function's four key types of power (bureaucratic power, critical contingencies power, network power, and psychological power) act as antecedents to marketing's influence within the firm. The model also aims to consider the contingency effect of market turbulence.Design/methodology/approachThe study employs data drawn from a sample of senior managers in medium and large manufacturing firms. The model is tested using hierarchical ordinary least squares regression analysis.FindingsThe findings provide support for a link between all types of power and marketing's influence, with the exception of psychological power. Market turbulence is also found to strengthen the positive link between marketing's critical contingencies power and marketing's level of influence.Practical implicationsThe study identifies and discusses power mechanisms that may be employed by marketing subunits to maintain or strengthen their influence within the firm.Originality/valueEmpirical evidence has shown that strong marketing functions are still needed, yet are slowly disappearing. This study approaches the question of how marketing departments can protect or regain their influence by adopting a power perspective. The findings suggest that marketing departments can tap into different types of power to further their influence. The study discusses the key theoretical and managerial implications and proposes some directions for future research.

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Professionalizing Marketing

Cited by 5 publications

References 11 publications

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Recruiting the Wrong Salespeople

Mere nip and tuck? Training and development's changing role

The influence of marketing from a power perspective

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